Conflict Management in a Work Team

Most of the conflicts that we face at work develop according to one scenario. There are several participants who were initially quite sympathetic towards each other. They try to solve some issues. The problem remains unresolved and, for some reason, the relations between the participants are ruined.

The relationship between the participants might not be very good initially and there may not even be a question that needs to be addressed directly in order to start a conflict. Other times, after a discussion, the relationship remains the same as before, but the question is still not resolved.

What are the common features that can define a situation as being a conflict?

The first one is the presence of two or more parties. The probability of conflict and the simplicity of its resolution is greatly affected by the level of trust between the participants. The better the parties know each other, the higher the level of trust and the higher the chance that they will not quarrel.

Secondly, in a situation of conflict at work, the parties are in a situation of resolving some issue that is important for one of the parties, for both of them or for the organization as a whole. Moreover, due to the specifics of the situation, the parties usually have enough time and a variety of ways to solve the problem.

Thirdly, the determining factor in the conflict is the fact that the parties cannot independently come to a solution that suits everyone. The situation requires the intervention of a third party, an external arbiter.

Is it necessary to intervene in a conflict at all, or is it better to let it drift and wait for the problem to resolve itself?

It’s not always in your power or competence to resolve the conflict completely, but in any situation, you can take an adult position, thereby mitigating the negative consequences of the conflict and contributing to its resolution.

When solving a conflict, it is important to be above the battle, and not inside it, that is, not to be in the process of resolution as part of one of the parties. Otherwise, you will only strengthen the position of one of the parties to the detriment of the other side. When making a decision, it is important that it be morally accepted by all parties.

Speak separately, in person with each of the parties. Do not listen to the rumors and paraphrases of witnesses. Understand what each side wants, why it wants it, what it expects, what will happen if it is not resolved, what solutions do they see, how do they see the position of the other side, etc.

In the process of resolving a conflict, the manager should keep in mind three perspectives: short-term - to solve the issue / conflict here and now, medium-term - to minimize the likelihood of another conflict for the same reason, and long-term - to bring up an adult culture in the team.

Educating the team as a correct, adult and cultural one is an important task of a manager. It takes a long time and implies daily effort, but the result is worth it.

There are two ways to influence the culture of the team - the personal example (which they will definitely follow, the team always looks up at the leader) and discussing and encouraging the right behavior. There is nothing too hard concerning the second one. While discussing corporate problems, notice what could be done in order to solve the issues in an ethical way, emphasize that you noticed when the staff members correctly solve their conflicts, praise them, etc.