How can you set clear boundaries and expectations when dealing with team conflicts?

1 Identify the source of the conflict

The first step in dealing with team conflicts is to understand what is causing them. Is it a personality clash, a communication breakdown, a difference in values, or a lack of resources? By identifying the source of the conflict, you can tailor your approach and use the appropriate skills and tools to address it. For example, if the conflict is due to a misunderstanding, you can use active listening and paraphrasing to clarify the message and avoid assumptions. If the conflict is due to a disagreement on how to achieve a common goal, you can use negotiation and compromise to find a win-win solution.

2 Establish your role and scope

The second step in dealing with team conflicts is to establish your role and scope as a peer support worker. What are your responsibilities, limitations, and boundaries in helping your colleagues? How much time and energy can you devote to each case? How do you balance your own needs and priorities with those of others? By defining your role and scope, you can communicate them clearly to your colleagues and avoid unrealistic expectations, overcommitment, or role confusion. You can also set boundaries for yourself and others, such as when and how you are available, what kind of support you can offer, and what kind of feedback you expect.

3 Use a structured process

The third step in dealing with team conflicts is to use a structured process to guide your intervention. A structured process can help you and your colleagues follow a clear and consistent sequence of steps, such as identifying the problem, exploring the perspectives, generating options, evaluating alternatives, and agreeing on actions. A structured process can also help you keep track of the progress, document the outcomes, and monitor the follow-up. You can use a variety of models and frameworks for conflict resolution, such as the Thomas-Kilmann Conflict Mode Instrument, the Interest-Based Relational Approach, or the STAR Method.

4 Provide emotional support

The fourth step in dealing with team conflicts is to provide emotional support to your colleagues. Team conflicts can trigger strong emotions, such as anger, frustration, fear, or sadness. These emotions can interfere with rational thinking, effective communication, and constructive behavior. As a peer support worker, you can help your colleagues manage their emotions by validating their feelings, showing empathy, offering encouragement, and using humor. You can also help them cope with stress by suggesting relaxation techniques, self-care activities, or referral resources.

5 Promote positive communication

The fifth step in dealing with team conflicts is to promote positive communication among your colleagues. Positive communication is essential for building trust, understanding, and cooperation in a team. As a peer support worker, you can promote positive communication by modeling respectful and assertive language, using open-ended questions, summarizing key points, and acknowledging contributions. You can also facilitate positive communication by creating a safe and supportive space, setting ground rules, and intervening when necessary.

6 Evaluate and learn from the experience

The sixth and final step in dealing with team conflicts is to evaluate and learn from the experience. Team conflicts can be challenging, but they can also be opportunities for growth, improvement, and innovation. As a peer support worker, you can help your colleagues evaluate and learn from the experience by soliciting feedback, celebrating successes, identifying lessons, and applying changes. You can also evaluate and learn from your own experience by reflecting on your strengths, weaknesses, and areas for development as a peer support worker.

7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?