Your team members are in conflict. What can you do to help them resolve it?

Ter ciência que ao se deparar com um conflito na equipe o líder deverá ter paciência, é de suma importancia. Só um processo de constru??o de confian?a coletiva poderá ajudar a "desatar os nós". Contudo, de forma prática algumas a??es podem apoiar e acelerar esse processo. Nada está escrito na pedra e nem funcionará para todo e qualquer caso, mas alguns dos pontos a seguir já me ajudaram em momentos oportunos. 1. Incentivar a comunica??o aberta, criando agenda onde todos possam expressar suas preocupa??es de maneira respeitosa praticando a escuta ativa e alerta 2. Conduzir e facilitar conversa mediada para que as pessoas discutam suas diferen?as construtivamente e com foco num papo produtivo. (continua)

1. Remove the word "resolve" - which can be received as a high goal and can be misleading. Possibly use "We're in conflict, and how do we move forward" to allow for forward problem solving vs focus backward connecting to proving one side. 2. It may be necessary to clarify some past events if the perceptions are impacting the current view - Be sure to discuss them as actions separate from the story. Be really strict with this. "The pen fell to the floor" vs. "You dropped it" or even more so, "You fumbled and dropped the pen." The difference may seem inconsequential - and it is not. Share only facts and acknowledge the story you put on it. Clarity of the situation and trust are elevated with that technique.

First, listen to all sides of the story without judgement. As humans, we all have bias based on our past experiences, so try to remember this when listening to each side of the disagreement. Then, bring your team together to discuss what you have heard, and outline your findings. Then, ask the team, what do they think could help resolve/solve some of those issues? Consider using a start/stop/continue exercise, or rose/thorn/bud so the team can 'name' their challenges. Then, guide the team through their next steps and commitments. Commitments will help drive accountability and ensure things improve. Lastly, consider personality inventory tools, these can also help people understand other peoples styles and approaches to work.

Resolving team conflicts necessitates a blend of empathy, communication, and problem-solving skills. Recognize the presence of an issue requiring attention. Encourage each involved team member to voice their perspective without interruptions. Collaborate with the team to unearth the underlying causes of the conflict, which may stem from misunderstandings, divergent communication styles, or conflicting objectives. Assist each member in comprehending the viewpoints of others. Foster an environment of transparent and constructive communication among conflicting parties. Once the issues are clarified, brainstorm potential solutions collectively. Guide the team towards a resolution that garners agreement from all parties.

Conflict is often thought of as a negative, but successful handling of this can lead to team growth. It is critical to listen to listen, not to respond. Letting each side express themselves without judgment is both empowering and essential in developing an environment of creativity. If there is an individual causing the commotion, it is useful to hear everyone out and then meet with that person to review an approach which will lead to some resolution. If there are conflicting sides to an issue, it is reasonable to ensure that all are heard, that the pros and cons of each perspective are addressed, and then work towards compromise. Reminding people of a shared purpose and mutual respect helps greatly in improving communication and growth.

I like to begin mediating the conversation by asking, “what’s the least we’re willing to accept from this discussion and still call it a success?” Then, ensure everyone is in agreement there before we focus on the issue in conflict, setting behavior norms. Storming is needed when there’s disagreement. Politeness can actually hinder progress. It’s an agreed upon level of civility and respect that sets us up for a better shot at a productive resolution. Attack the problem/issue, not the person.

Einige klassische Prinzipien sind: "Die Personen von den Sachen trennen." Ausserdem sollten die Beteiligten bevorzugt über sich selbst sprechen und nicht über den anderen oder die andere. Es ist bew?hrt die Beteiligten anzuregen, Gemeinsamkeiten zu identifizieren, beispielsweise den Wunsch nach Respekt. Besonders wichtig ist es, dass man als Teamleitung sich in der Vorgeschichte kontinuierlich Respekt und Glaubwürdigkeit erworben hat, in dem man/frau wichtige Prinzipien selbst allt?glich vorlebt, darunter: Verl?sslichkeit, Diskretion, Fainess, L?sungsorientierung und die F?higkeit, das Gute zu unterstellen.

Another ground rule is to address behavior versus character. This keeps us less defensive (ideally) and focused on actionable steps that can improve the actual problem….in other words we can address someone consistently being late to meetings - we can’t address calling someone lazy. The specific behavior that is problematic must be identified so it can addressed. Furthermore- each person only gets to name one thing. No long lists of bad behaviors!!

It's not a boxing match. If you have to set ground rules then the team is not really a good place [you would hope they realise that they need to avoid personal attacks] Work on establishing trust and greater connection between team members as a priority.

1. Open Communication Channels: Encourage open and honest communication. Create a safe space for team members to express their concerns and perspectives without fear of judgment. 2. Listen Actively: Actively listen to each team member's viewpoint. Ensure that they feel heard and understood, validating their feelings and concerns. 3. Identify Common Ground:** Find areas of agreement or shared goals between conflicting parties. Emphasize the common ground to build a foundation for resolution. 4. Define the Issue: Clearly identify the specific issues causing the conflict. Pinpointing the root causes helps in developing targeted solutions. 5. Promote Empathy: Encourage team members to empathize with each other's perspectives.

MY FAVORITE RESPONSE WHEN A COLLEAGUE BRINGS CONFLICT MY WAY: “Would you like to talk with them or would you like me to go with you? It won’t get better if we just ignore it.” 99% of the time: “I’ll go talk with them.” 1% of the time when they are really in over their head: “If you can go with me I would really appreciate it.”

I use this technique: Facilitate dialogue, and set some rules: Talk facts avoid perceptions Be Firm, Frank but Friendly Communicate effectively your expectations Reach agreements.

May I add that SILENCE is one of the strongest tools in couples therapy … of course not in the form of “The Silent treatment” and other horrible social inventions of mankind, but a respectful sharing of mutual Silence. Meeting each other without all the ego-words can create a strong feeling of mutual understanding.

Most times, conflicts are rooted in a simple miscommunication that leads to misunderstanding. Members of a team usually have the same goal of success for the team, so when there seems to be tension or conflict the main issue is - we are trying to achieve the same goal but we can't see from each other's perspective. Finding a safe space for respectful dialogue does the magic of helping each party be heard by the other, creating room for clarification, and providing an opportunity to refine, merge, and align their ideas to achieve the collective goal. A dialogue's additional benefit is that it smoothens the relationship and prevents animosity after the conflict has been resolved.

I have seen conflicts continuing for a long time because of lack of or complete breakdown of communication between the people involved in the conflict. I believe that there is no conflict which cannot be resolved if the channel of communication remain open. Hence it is important to facilitate dialogue between the concerned parties so that they are able to understand and appreciate the needs of each other. This would lead the next step of developing the willingness to resolve the conflict and move ahead.

Distributed Leadership involves sharing leadership responsibilities among colleagues and team members rather than relying solely on a single leader. It encourages collaboration, innovation, and a sense of ownership among colleagues.

Trabajar sobre una matriz de acuerdo. Por ejemplo ?que es negociable??que no se negocia? Esto llevará a establecer una foto de lo que si y lo que no, se pone en juego en la conversación.

Brainstorm potential solutions together. Encourage creativity and openness to considering different perspectives. Encourage team members to think beyond their initial positions and explore win-win solutions that address everyone's needs and concerns.

It is imperative that leadership create a culture where transparent feedback is the norm. It is best to lead by example. If leadership is open to transparent feedback from the entire team, it becomes commonplace for team members to provide the same feedback to one another even when it is challenging.

In the fourth step of conflict resolution, fostering a collaborative atmosphere is key. Employ strategic tools like SWOT analysis, pros and cons lists, or decision matrices to meticulously evaluate potential solutions. Simultaneously, promote an environment of uninhibited creativity, urging team members to generate diverse ideas without judgment. The objective remains clear: seek a mutually beneficial resolution that addresses the needs and interests of all parties involved. This comprehensive approach ensures a thorough exploration of options, facilitating the discovery of a win-win solution for sustainable conflict resolution.

Once the team is agreed upon decisions and resolutions. it must be documented in written and must be submitted to HR. Clearly written visible problem, and lack of agreement. Make a implementation plan of the team and meet regularly to monitor the status and progress. It will improves Communication, builds consensus/ give authority for action and solve the problem, invest efforts efficiently and ultimately will improve performance. Structures thinking: Based on the scientific method, Clarifies the link between problems, root causes, & actions and Leads to effective countermeasures based on facts and data. Method of Engagement: Here is my thinking- what do you think?, Develops problem-solvers and Assigns accountability

De la mano con crear este espacio conversacional para ser nutrido entre todos los miembros el próximo desafío es poder sostenerlo. Para lo cual deberemos acompa?ar y entrenar a todos y cada uno de los miembros del equipo. Entrenarlos en abordar y transitar las conversaciones difíciles para transformarlas en posibilidades de bienestar común y generar el contexto adecuado en el estado de ánimo que motive a la acción conjunta y colaborativa.

Once a resolution is agreed upon, ensure that it's implemented effectively. Follow up with the team periodically to monitor progress and address any lingering issues. If necessary, be prepared to revise the solution or intervene further to prevent the conflict from resurfacing.

Para poner en acción lo pactado, clave trabajar sobre lo que cada persona puede comprometer al 100%. Una vez asumido el compromiso, es necesario establecer un ciclo de coordinación de acciones en búsqueda de resultados. Una de las competencias necesarias que se debe desarrollar en el grupo, es la reflexiva (dise?o-acción-evaluación).

Have a small project they could both like or do like the opportunity or event & coaching them a little to help them build a slightly more positive relationship or at least a new higher tolerance level I have found works often. But if not you got start coaching harder or even counseling out as you take the temperature along the process. Not saying this doesn’t include discipline & pull your sleeves up but more often a positive out come results. Even if you counseled them out/or they go to something else that is more effective for them & for you?! Now go make it a great week for your employees & yourself-you deserve that too, no question! ??

Resist the pull to fix it! A pivotal insight I've gained, is the significance of listening & understanding deeply without giving in to the immediate impulse to resolve the conflict for them. See team members as capable individuals, guide them towards co-creation, offering constructive challenge, & coaching only where necessary. Encourage your team to appreciate that their perspectives are both true & partial. Create an environment where diverse viewpoints are seen as a strength rather than to be avoided. I've observed a transformative shift when leaders use Value Systems to comprehend & respect the varied lenses through which we all view the world. These understandings profoundly impact how conflicts are navigated & resolved.

Some additional factors to consider when resolving conflicts include cultural differences, power dynamics within the team, and individual personality traits. Tailor your approach to account for these nuances and be mindful of any biases that might influence your perceptions or decisions. Additionally, consider seeking external assistance, such as mediation or coaching, if conflicts persist or escalate beyond the team's ability to resolve them internally.

As an added step to bring the situation to a final closure I normally will have a follow-up a month or two after the resolution. I be pull the team back together and have a follow-up discussion, to talk about lessons learned so it doesn’t happen in the future. Discussion is pretty open and requires a great deal of honesty.

When there’s conflict in the team, I like to share that some conflict is normal and can be healthy when diverse perspectives are represented respectfully, when we focus on the problem and not people, and that it’s a sign of engagement. When people don’t care, they don’t engage. We appreciate that people care and are engaged enough to experience a potential conflict. I also like reminding the team of the Thomas Killmann Conflict styles and in some cases we take the team assessment for insights.

When Abraham Lincoln was elected president he famously appointed his three main rivals to his cabinet. Their differences didn't suddenly go away, but they found a way to work together for the good of the nation. There will always be things we have to agree to disagree on. A huge key to getting work moving again after conflict is to find common ground. What can we agree to agree on? What unites us? What outcome that we both want is strong enough to convince us to set aside our differences for?