Your employees are constantly at odds with each other. What can you do to help them work together?

Remember that conflict itself is not the problem. The problem is mismanagement. We mismanage by avoiding, appeasing or getting aggressive. We also mismanage when we “reorganize” just because two people don’t get along, or when the high-conflict person is allowed excuses due to otherwise good performance. Remember that disagreement doesn’t ruin relationships; disrespect does.

If employees are constantly at odds with each other, you need to look at the system they're operating in. I use the GRPI (goals, roles, processes, interpersonal) model to diagnose conflict. Do people have a shared understanding of what their goals are? The first step is to help everyone get clear and come to a shared understanding of goals. If that doesn't resolve the conflict, we look at roles and role clarity. These two steps will eliminate many conflicts, but if not, we look at processes and work to reach a shared understanding there. If you've done all of that and the conflict still exists, then it is likely a true interpersonal conflict rather than a systemic issue.

I would start by looking at what I, as manager, do that might contribute to this conflict. For example Do I praise some more than others in common meetings? Do I have two or more colleagues working in isolation on the same project? Do I socialise with a few but not all? Do I give special benefits or perks to some but not all? Do some people get all the interesting projects while others get all the routine, boring projects? This is just a small list of how managers can, without intending it, contribute to employee conflict

If the case involves a significant number of employees, the source of the problem might stem from the CEO or the leadership team, often related to values, unfair compensation/incentives, and communication. If the issue involves 2 or 3 peers, then the ranking officer or a trusted peer should dedicate time to diagnose the root causes by conducting 1-on-1 motivational interviews.

I would think it safe to say frequent Conflicts amongst employees most definitely has an underlying factor that is being overlooked. My guess would be grey lines in roles or processes that infringe work boundaries. While that can be reviewed and addressed, it would also be wise to Foster commeraderie spirit through team bonding activities, and emotional intelligence trainings. This way, everyone will be better skilled at handling and engaging one another where there are disparities. Ashamedly, it could also be the outcome of toxic supervision that runs ship using divide and rule. If that is the case then there would be need to address that with some sort of feedback mechanism.....say incorporating 360 degrees appraisal.

Sugiro criar um ambiente propício para o diálogo, independentemente da abordagem escolhida. Isso envolve estabelecer um espa?o seguro e respeitoso, onde cada pessoa possa expressar seus pontos de vista, sentimentos e necessidades sem temer retalia??o ou ridiculariza??o. Definir regras básicas de comunica??o, como ouvir ativamente, reconhecer diferentes perspectivas e evitar ataques pessoais, é fundamental para promover um diálogo construtivo.

In resolving coworker conflicts, the Nash Equilibrium concept from game theory is pivotal. It guides coworkers to find solutions where any change by one individual would disadvantage others, encouraging collaborative problem-solving. This approach ensures that proposed resolutions are mutually beneficial, fostering a cooperative work environment and promoting shared responsibility and harmony among team members. It transforms conflict resolution into a process of finding common ground for the collective good of the team.

?Conflicts between employees is a reality faced by every business, but it does not need to get ugly or have unpleasant consequences. It is possible to work toward mutually beneficial solutions. The process may take some time and effort, but to foster a culture of positivity and cohesion, it’s essential. Unhappy employees who are continuously engaging in conflict or caught in the crossfire won’t be productive, and your business will suffer as a result. Naturally the most important step is to ensure you know exactly what the conflict is and if YOU are the right person to address it.?

After collective acknowledgment and acceptance of the conflict, the next crucial step is to establish a framework for in-depth resolution. Lay down objective ground rules, emphasizing honest, respectful, and purposeful communication. Encourage a collective pause for thoughtful processing before proceeding. Remind the group that conflicts often carry unresolved emotions, and heightened emotions can hinder clear thinking. Urge awareness of this dynamic and emphasize the importance of proceeding with professionalism. By fostering a mindful approach, the group can navigate the resolution process effectively and contribute constructively.

For conflict you just have to do it then and there. Consider diversity, neurodivergent workers and what tools you can provide them to make them successful (we might learn differently, but are as intelligent as anyone else). Make this mission of the meeting clear and if you’re dealing with a particularly hostile person constructive criticism would be my best advice-start by asking how they feel they are performing, throw in GENUINE compliments & then bring up conflict and let them know a mediation is in progress & hear out their needs and concerns before entering the meeting.

This has to be a constant process NOT just something that takes place to resolve conflict when it arises because there will always be potential for conflict. That's just the nature of things. The foundation of high performance in diverse teams is psychological safety (see Bresman H & Edmonson A C, 2022 Research: To Excel, Diverse Teams Need Psychological Safety, HBR) - homogeneous teams generally outperform diverse teams. As workplaces become increasingly diverse the big question becomes how to cultivate psychological safety. This takes self-awareness and self-regulation combined with interpersonal emotional regulation skills i.e. conversational approaches to develop a sense of relatedness. #socialmindfulness

Sit them down and have an honest, open conversation about the situation. Get them to say, face-to-face, why they find themselves at odds with colleagues. One of the leader's most important jobs is to co-create an associate-friendly environment where all team members can contribute their best and perform optimally. Get your group to get to the root of the problem and engage them in brainstorming possible solutions that will make their environment more user-friendly and productive.

Imagine an iceberg, the part you see is the position of that person in the conflict. What you don't see is their interest... sometimes they are not even aware of having that interest... but there is always a base when you see an iceberg. If we approach the conflict by delving into the interests it is easier, faster and more effective to find a good solution. You have to ask questions until you get to the interest

Creating time and a safe space of relationship building for people to share personal goals and how collaboration amongst them in the workplace will help each other achieve them, with check ins and support systems. Something as simple as personal/work goal setting that is shared with team members can work wonders.

A abordagem de ajudar as partes a identificar e entender seus interesses é crucial na resolu??o de conflitos. Reconhecer que muitas disputas surgem de necessidades n?o comunicadas ou objetivos n?o reconhecidos destaca a importancia da comunica??o eficaz. A proposta de explorar interesses em vez de se fixar em posi??es permite a descoberta de pontos em comum, gerando empatia e estimulando solu??es inovadoras. Essa perspectiva, focada na compreens?o mútua, é essencial para transformar conflitos em oportunidades de colabora??o construtiva.

In the initial phase of proposing solutions, they might lack balance or equity. As the conflict resolution facilitator, acknowledging these proposals is crucial. This acknowledgment, devoid of judgment or opinion, sets the stage for productive and objective feedback. Recognizing proposed solutions establishes a foundation for constructive dialogue. Remember, a well-defined problem is half solved, and now, you're shaping or completing the second half by negotiating solutions. This approach fosters an environment where all perspectives are considered, laying the groundwork for a more comprehensive and equitable resolution to the conflict.

As a captain leading diverse teams in police tech, I learned the power of negotiation in conflict resolution. Key strategies included fostering open dialogue, prioritizing problem-solving, and valuing diverse viewpoints. This approach transformed challenges into innovative solutions and a stronger, more cohesive team. ?? Leaders on LinkedIn: How do you navigate team conflicts? Share your insights

I like to acknowledge the courage people have to come to a “mediation” and start with praise. I like to acknowledge their growth and then discuss how we can fix the problems going forward, issue a verbal or written warning if necessary (I look at the individual and discipline how I reward) & if there are milestones to be celebrated in a disciplinary meeting I disperse both at the same time. I have been luck to have great mentors to keep me in line!

Encourage your employees to work towards a common goal. This will help them understand the importance of working together and motivate them to collaborate.

Achieving measurable outcomes through action plans is commendable, but sustaining them is the true challenge. This demands ongoing follow-up, maintenance, and regular calibration—daily, weekly, monthly, quarterly, and yearly. Obtaining a goal doesn't ensure its continuous maintenance. Prioritizing upkeep is vital for effective conflict mitigation, aiming to reduce overall conflicts. While proactive measures better equip groups to prevent conflicts, acknowledging their inevitability is essential. Emphasizing maintenance cultivates collective resilience, enhancing the ability to navigate conflicts efficiently and effectively. Groups and organizations will be better equipped to prevent conflict but they won't avoid it as conflict happens.

Sometimes conflicts are not resolvable. However, there are ways to create a win regardless: Finding common ground - reminding each party what makes them and their position valuable to the team can still foster mutual respect and remind everyone why the other perspectives add value even if it’s creating conflict in this moment. Not all conflict has a happy solution but creating a win is possible in every situation.

Oriento as partes a avaliar as op??es com base em critérios como viabilidade, justi?a e eficácia. Durante a negocia??o, enfrentar obstáculos é inevitável, podendo incluir desequilíbrios de poder, desconfian?a ou resistência à mudan?a. Nesse momento, minha abordagem é auxiliar na supera??o desses desafios, promovendo um ambiente de negocia??o equitativo e transparente.

To monitor outcomes is just ongoing coaching. Forget about discipline and focus on coaching and mentoring. If they know you’ve got them, they perform.

The process detailed here is similar to the Third Ear Conflict Resolution process described in my book, DIY CONFLICT RESOLUTION. At first, that made me uncomfortable, knowing AI assisted with this discussion. However, the Third Ear Process is based on transformative mediation techniques, which is basically what has been laid out for you here. They’re effective, so let’s spread them, build skill in them, and stop trying to avoid all conflicts (which isn’t possible). Conflict resolution proficiency is a superpower!

To address ongoing conflicts among employees, it's essential to first reflect on your leadership approach. Evaluate how you interact with your team, ensure clarity in goals and roles, and avoid any favoritism. Leadership plays a significant role in shaping organizational behavior. Effective leaders prevent toxic conflicts within their teams and recognize the collective effort needed to achieve organizational goals. Continuously strive to understand individual needs and foster respect by finding common ground. And key to facilitating mutual respect among the team, avoid making decisions based on private complaints; instead, promote an atmosphere of trust and respect where no one undermines another professionally, enabled by you.

Employees with conflicting perspectives often defend their views as the sole approach. Since there are no definitive answers, a coach leader should guide them to collaborate, not operate in isolation. Understanding their viewpoints simultaneously energizes thoughts, allowing them to reconcile differences. Coaching helps in uncovering barriers to alternative methods, bridging gaps and aligning efforts cohesively towards objectives. The style of working in silos is replaced by working as a team and respecting each other’s views .

Here's what I've found...employees grounded in communication/conflict guiding principles they developed and have committed to, better maneuver through the usual speed bumps that pop up in our interactions. And without clear up front agreements for how to engage, conflict will have its way with people. Have a teambuilding roundtable with teams finding themselves at odds, and uncover the root issues. Be sure to set a tone for open sharing with goal of understanding the hurdles and identifying solutions. It'll be important to provide some conflict resolution education after working through the issues, followed by co-created team norms as a helpful guide for getting through tensions and staying unified in future.

I agree with all of the previous steps mentioned. What I would add is this is when great leaders step up. They step up to coach their teams and provide real-time feedback. Setting ground rules, or operating agreements with your team on how they/we will manage conflict is important. Establishing an environment of trust. Disagreement is fine, but it can’t be personal. One saying that comes to mind in these situations is “if we don’t talk it out, we act it out”

It is incredibly important to start with understanding why the conflict exists to begin with. Many times, conflict arises from very different thinking styles preferences, communication styles, process orientation and work styles. Understanding at the root will help to resolve conflicts, but ultimately both parties have to have a willingness and ability to discuss, compromise and see other perspectives. It is important, especially for leaders, to not get stuck in the middle as a go between, but to support facilitation of the resolution.