How can you develop a process for monitoring and addressing team conflicts?

One thing I have always found helpful is to meet with stakeholders together on the same table, bringing more clarity on the higher purpose that they are working to meet, inviting for authentic conversations and encoraging colloborative ways to build/create/resolve together.

A team means number of people with different mindset, to Addressing a team or want to make it as unit needs open communication. So we should be inclusive in the thought process. - Schedule team meeting -Create a safe and positive space for sharing perspectives. -We must actively listen to each other. - Work together to find common ground. -Encourage Solutions

Me gustaría aportar que los conflictos en las relaciones siempre van a existir, es natural que existan, incluso está bien que existan. Los conflictos nos confrontan y nos resultan difíciles de abordar, pero cuando los afrontamos de la manera adecuada, las relaciones crecen y se consolidan. Cuando un equipo no muestra síntomas de conflicto, para mí es un síntoma de falta de confianza, de falsa armonía. Hacemos como que todo está bien y escondemos las diferencias debajo de la alfombra. La falsa armonía es letal para los equipos.

My method (depending on the no. of people involved) will be to have seperate sessions first to understand their side of the story. If that is not possible, then sit down as a group and give each individual a set amount of time, there should be no finger pointing, and no interrupting at any time a team member speaks. Once all parties have spoken, then allow each team member to have clarifications where needed. As leaders, we need to provide them a safe environment, I find that a lot of times issues gets resolved through open and honest communication, as the team will understand better each others challenges

Conflicts can be healthy as they could provide balanced views that often lead to optimal solutions and creative ideas. Instead I would be more worried if people do not voice their concerns out when clearly the bad decisions take toll on the enterprise. In these situations people either too care about their own reputations (fear not be perceived to be collaborative or personal branding calculations) or a toxic environment lets people with louder voices to dominate conversations and get away with any consequences of their bad decisions. As leaders we need to cultivate an inclusive environment to encourage all to speak up for the overall good of the enterprise and protect people who may become victims for dare to voice.

I devised a tool that I call inter-dependency matrix for my staff to clearly call out areas where they are dependent on each other,the areas to collaborate and weed out ambiguities keeping mission success in mind. Over years, I have received positive feedback on how it promotes comradery , brings humility and paves way for expectation setting and holding each other accountable among peers.

In addition going deeper to understand the individual values, ambitions, and expectations, to uncover and address inherent conflicts which affect the dynamics of the team as well as the co discovery and ”creation” of team’s values, ways of working together, and ambition all can commit to including ways of celebrarinf each other and keeping each other reponsible. Creating also awareness of what conflict is, the different modes or ways people handle conflict of, and encouraging the use of the different modes and feedback practise are additional key impacting practices to resolving conflict.

Para desenvolver regras básicas é necessário ter em mente 3 pontos fundamentais: 1° A comunica??o. Qual linguagem será utilizada? Ela é compreendida por todos? A comunica??o é o elemento essencial para toda é qualquer gest?o. 2° Qual o objetivo principal da equipe? Ao estabelecer essas regras é preciso observar se convergem para este objetivo. 3° Qual é a vis?o da empresa? Perceba que objetivos do time e a vis?o da empresa parecem assuntos muito amplos quando se diz respeito a solu??o de conflitos dos membros da equipe, contudo ter esse conhecimento vai evitar criar conceitos contraditórios ao propósito maior e ajuda a tomar as melhores decis?es ao estabelecer regras claras pensando em uma cultura positiva e de apoio.

Ich bin dafür, mit dem Begriff ?Vereinbarungen“ zu arbeiten und nicht von aufzustellenden ?Regeln“ zu sprechen, gegen die Menschen aller Erfahrung nach Abneigungen haben. Dies betont, dass es sich um einen gemeinsamen Prozess der Entwicklung handelt und nicht um von oben vorgegebene Regeln. Vereinbarungen, die in einem Prozess von Kollaboration kreiert wurden, haben eine gr??ere Chance, eingehalten und gelebt zu werden. Dieser Schritt, der oft noch einmal das ?kommunikative 1x1“ beschreibt, ist nicht überflüssig – ganz im Gegenteil.

I think their needs to be a set of shared principles that governs interaction and conflict resolution. Once embraced by all team members, it would act as a north star, ensuring consistency and fostering a collaborative environment. In my view, the beauty lies not just in the creation of these guidelines but in the collective commitment to abide by them, laying the groundwork for a positive and supportive team culture that thrives on mutual understanding and shared expectations.

I've discovered the value of closely observing the language used in conversations, patterns of information flow among team members, and noting what remains unspoken. Frequently, signs of escalating tension are evident and observable. Delving into those observations invites the underlying issues to the forefront. And I could not agree more that w/o norms established ground rules up front, it can be a lot harder to name it and solve it.

The idea of monitoring team dynamics makes sense on a surface level, in reality, it is less efficient. The reason is that most leaders are not trained coaches who can notice and address underlying issues. Secondly, it is possible to observe visible behaviour, but not the level of psychological safety and motivation within the team. Those are the 2 invisible forces that determine if a team is able to turn their differences into synergy or painful liability. Monitoring team dynamics in combination with up to date, data-driven solutions that are rooted in science can completely change the game and take performance to the next level. This is a topic where guessing and good intentions are not enough, indeed, they can often backfire.

One of the pillars in Scrum is Inspection and it is accomplished in the Retrospective ceremony, a meeting performed at the end of every cycle (sprint) to help the team raise concerns or discuss about the process and help improve it. This is a ceremony that doesn't need to be exclusive to development teams or software companies, every single department in a company can benefit from at least, the retrospective ceremony to improve transparency, make process smoother, improve ownership and involvement of the team within their internal processes and have healthy internal discussions. It is a safe space to talk freely about problems at work generated in the last cycle.

- Promova um ambiente aberto e seguro para feedback. Incentive a compreens?o do que é, mostre sua importancia para a equipe e de que n?o se trata de uma crítica. Seja específico, direto e encoraje-os ao mesmo. Utilize o feedback de forma contínua. - Sua equipe precisa ter confian?a de que é seguro receber e compartilhar opini?es mais sensíveis. é constrangedor ter uma opini?o divulgada de maneira indevida. - Além do feedback pode ser utilizado o feedforward como ferramenta para monitorar a dinamica da equipe. Um novo conceito, ainda pouco explorado. Resumindo significa direcionar, orientar, sugerir e fornecer insights antes que os projetos aconte?am, o que ajuda a melhorar a qualidade do resultado otimizando o desempenho futuro.

To monitor the team dynamics, we can use tools to record and analyze the critical points of team communications. Then, we can have weekly surveys, monthly interviews, and join into weekly meetings of the team to understand more. If we identify any potential conflicts, we need to research the database we have on the above tools and methods. Then, we can meet directly with the sources of potential conflicts to resolve.

Differing ideas, interests, and perspectives can lead to productive conflict that benefits the team. However, lingering or poorly managed conflict can also uncover persistent challenges, such as conflicting personalities, that hurt the team and its objective.

Having safe communication channels with your stuff will help you be in the loop of potential conflicts. Once one of your team members notify you of a possible conflict or an issue they are suffering at work, you can address the conflict personally in different 1on1s with the people involved. Remember, listening is key, your job here is to listen and understand what they have to say and provide suggestions and advices, not to jump into a topic and start shooting solutions before understanding every point of view. Listen, process and then suggest/convince people. It is better if you can help them get into a solution rather than telling them what to do. Empowerment in conflict solving helps the resolution to sink within them.

Wichtig ist hierbei, dass die wahren Motive der Konflikte in den Mittelpunkt rücken. Oftmals ist es den Konfliktparteien nicht bewusst, worin der ursprüngliche Konflikt lag. Dies gilt es aber herauszuarbeiten, da die Bearbeitung des stellvertretenden Problems nur dazu führt, dass der zugrundeliegende Konflikt früher oder sp?ter wieder auftaucht.

Ich mache sehr gute Erfahrungen damit, über Gefühle und Bedürfnisse zu sprechen, ohne dabei andere Akteure vorwurfsvoll anzuklagen. Auch in dieser Stelle des Prozesses macht eine Moderation Sinn, die dabei hilft, die konstruktiven T?ne anzuschlagen und hinderliche Ausdrucksweisen zu vermeiden.

La otra cara de esta moneda es investigar en profundidad conflictos de larga data en la compa?ía que han quedado enterrados en el pasado pero no por eso resueltos...estos conflictos reaparecen con distintos disfraces causando malestar emocional y una sensación muy inquietante de falta de control en lo cotidiano...además puede ser caldo de cultivo para nuevas tensiones.

Para avalia??o de resultados é importante ter em mente qual foi o objetivo na cria??o das regras básicas para a resolu??o de conflitos. - O que ficou estabelecido? - Dentro do que ficou definido quais foram os resultados? - Eles satisfazerem a proposta inicial? - Quais foram os benefícios? - Quais resultados n?o foram satisfatórios? - O que precisa ser melhorado? - O que n?o pode ser repetido? Uma boa op??o é a ferramenta ciclo PDCA (Plan, Do, Check, Action), ela pode ser utilizada em todas as fases do processo.

Since you should be doing 1on1s with them, it is easy to raise the topic in following 1on1s with them, if you are not doing 1on1s, start doing them and schedule a follow-up meeting individually so you can listen to your team's feedback and then acknowledge their success or in case thing are not going the right direction, try to redirect the outcome in the right direction by making questions.

An dieser Stelle scheitern Teams regelm??ig. Es sollte eine Routine im Team implementiert werden, um sich regelm??ig über Spannungen auszutauschen. Dieses kostet das Team Zeit, die unbedingt investiert werden sollte. Wenn ein Team versteht, dass es extrem sinnvoll und übrigens produktivit?tssteigernd ist, dies zu tun, wird es nie wieder darauf verzichten. Die Kunst besteht darin, schlicht und ergreifend einen Agendapunkt für das Teammeeting zu implementieren, der Spannungen thematisiert und sich anzugew?hnen, diese gnadenlos an- und auszusprechen. Wenn dann positive Erfahrungen dominieren, kann in diesem Moment der wesentliche Faktor für die erfolgreiche Zusammenarbeit im Team etabliert werden.

La mejor manera de hacer esto es olvidando que se trata de una evaluación...es más conveniente(si se han conseguido resultados) celebrar y hacer hincapié en las fortalezas del equipo desde un lugar mucho más liviano.

Der Prozess der Konfliktl?sung sollte unbedingt durch einen Mentor oder Coach begleitet werden. Dies gew?hrleistet, dass der Konflikt auch wirklich gel?st wird. Die am Konflikt beteiligten Personen sollten sich in gemeinsamen Gespr?ch um eine kontinuierliche Verbesserung der Situation verpflichten, so lange bis eine befriedigende L?sung gefunden wurde. Diese Gespr?che sollten durch einen Mediator begleitet werden, welcher die Prozessentwicklung im Auge beh?lt. Dadurch wird gew?hrleistet, dass der Konflikt sich nicht verh?rtet. Die Beteiligten üben sich in konstruktiver Kommunikation und Akzeptanz anderer Meinungen. Sie lernen diese zum Wohle des Projektes sinnvoll einzusetzen.

I am an expert in the implementation of CIP processes. CIP stands for "Continuous Improvement Process". And even though CIP is a part of quality management, I think it should be applied in all areas of life. Its main characteristic is to remain in a continuous learning loop and to take as many small improvement steps as possible instead of waiting for the one big, all-important improvement. This benefits every person and every team immediately. The four steps in a continuous loop are: Do, Check, Act, Plan. And the best thing: Steal everybodys thunder of the complaining culture, because everyone involved is part of CIP and has the power to make it a success.

The problem is often not the problem. Asking questions to identify underlying issues or uncover the starting point of the conflict can be very eye opening. I have had clients, simply in tracing back where the tension started realize it was a simple look or statement or phrase that triggered a reaction that led to the breakdown in communication. Going below the surface beyond the face value of what is presented as the issue can pay huge dividends.

Over 90% of companies buy and sell people solutions designed for the challenges of organisations in the 60s and 70s. Life without internet, European Union, cheap flights was different, the world has completely changed. If the last century solutions worked as promised, the results would reflect it. Clients pay for them twice, once in cash and the second time is in lost potential. It is up to us coaches and trainers to use and provide our clients with the most complete and up to date, ICF accredited solution like ICQ Global Growth Zone to measure, visualise and optimise the 3 invisible forces that make or break a team: psychological safety, motivation and cognitive diversity.

A tool I find remarkably helpful is the use of contrasting statements. If there is conflict and someone is feeling defensive (or aggressive), contrasting statements can help build rapport and reduce tension. You start with stating what you don't want (that you think may be at the root of their defensiveness). For example "I'm not suggesting that you haven't made some remarkable contributions to the project and your effort is exemplary" then say what you do want to see or have happen. for example "However, I'm concerned we are moving in the wrong direction and not bringing the customer on the journey with us and so we need to get to an agreement on how we communicate progress and make decisions with the client"

Leaders can pay attemtion to setting up enough time for 'team processes' , check ins and people to share in non business meetings. These are hygiene aspects to managing team dynamics

Clear contracting minimises conflicts in teams. Clarity in what the members agree to do need to be in not only the task to be completed and who does what, but most importantly the team need to build the competency to look for what’s NOT being said but is lingering deep down - the psychological contract. Teams need to make time to check on these hidden assumptions and biases to minimise conflicts!