What to do when there is a conflict in the team?

 

 
In reality, wherever there are teams, there are often conflicts amongst team members.
 
Often, due to poor communication, team members may find they have incompatible goals and become very competitive toward each other.
 
Other times, ambiguous rules and scarce resources make it difficult for members to coordinate their behavior.
 
Sometimes conflict arises because there’s an abusive leader.
 
Different forms of conflict can cause huge time loss in business organisations. Studies have found managers have to spend between 30% and 43% of their time 
dealing with intra-team conflicts. 
 
For employees, 16% of their time is spent on conflicts with supervisors. 
 
conflict time losses
 
So why do we have so many conflicts, and how can we resolve them?
 
To answer these questions we need to understand the nature of teamwork.
 
  • When we work in teams, we need to reach a consensus about what type of emotions are appropriate. 
  • We need to specify goals.
  • We need to synchronize timing and sequence.
  • We need to exchange and disseminate information.
  • And we also need to align behaviors and attitudes.
  • And we need to do all these together

 

But how?

Some experts say, we can ask team members to do standardized and formalized jobs.
In this case, it’s very clear what individual members have inputted. And it does reduce conflicts, however, this solution discourages the emergence of creative ideas and 
it’s less useful for teams operating in ambivalent and complex environments. So how can we avoid the inevitable conflict that arises in teamwork? 
 
This is where diversity plays a big role. 
 
A high level diversity occurs when we find out that other members are different from us. These differences can be their age, gender, educational level, values, beliefs, personal experience or career aspiration. 
 
However, if we can value these differences rather than neglect or disrespect them, we can coordinate teamwork better. Eventually, we can achieve better team performance and obtain more creative ideas at the same time.
 

Again…BUT HOW?

Managing people is never easy, but when the conflict between two or more of your direct reports escalates to the level of hatred, how do you minimize the drama and keep your team on track?  After all, remember that this is a fundamental part of your job as a manager…

If you can get to the root of your employees’ fear, you can help them rebuild their relationship. And if you do it the right way, the shared vulnerability will start to foster trust in place of hate.

Here is a possible approach to get at the root of the problem and resolve the conflict once and for all:

Before addressing the interpersonal tension between your two direct reports, it’s important to ensure the conflict isn’t stemming from more systemic issues.

  • First, ensure that your direct reports have clarity about their roles
  • A solid understanding of what is expected of them
  • A set of measures and rewards that promote collaboration rather than competition.

Or in other words – Make sure their relationship is set up for success.

Then, before you talk to them, spend a moment thinking about your own frustration with and judgments about them.

If you are fed up and unwilling or unable to be empathetic, you won’t be in a position to help. Hatred is the product of miscommunication, misunderstanding, and fear — empathy can dissolve it.

Start with the positive assumption that your direct reports are good people experiencing something stressful. Compose yourself, or risk provoking even more anxiety in the people you are trying to calm down.

When you are ready, relentlessly provide feedback whenever you see symptoms of the poor relationship.

For example you could say something like: “When Nick spoke, you rolled your eyes.  For me, that demonstrated a lack of professional maturity. What caused your reaction to what Nick was saying?”

Take every opportunity to call out bad behavior and don’t hesitate to provide feedback on the absence of behavior either, as in: “I noticed that you didn’t say anything during Nick’s presentation. What was going on for you?” In each case, ensure that your feedback ends with an open-ended question that gets the person talking.

Use the answers to your questions to uncover clues about the root causes of the conflict.

 

Remember, for feelings as strong as hatred to be triggered, the root causes are probably very close to home. 

 

By asking the right questions, Shed light on issues of:

  •  low self-esteem – “What worries you?”
  • anxiety about change – “How do you see this playing out?”
  • fear of losing control – “How do you experience it when she does that?”

Let each answer show you the path to the next question. You are attempting to get beneath the person’s biased perceptions of situations and down into their motives and beliefs. That’s where the emotion is coming from.

As you listen closely to the answers, it is critical to redirect comments that include assumptions about what the other person is thinking or feeling. For example, if he says “he is trying to destroy my credibility,” re-frame the idea as “we don’t know Nick’s motive; I am interested in how his behavior is being interpreted by you. How do you feel when he disagrees with you in front of the team?”

Reflect back what you hear and start to make some hypotheses about what might be going on. “I get the sense that when Nick was promoted two levels in three years, you started to think about your own career progression. Is that fair?” “Tell me more about what you’re thinking.”

 

The objective is to make sure each individual understands how their thoughts and feelings affect their perceptions of the other.

 

Encourage each person to consider the possibility that the other is trying to cope in the best way they know how.  Ask questions that help them think about the situation differently.  “How do you think Nick felt when he joined a team of people who are older and more experienced than him?” “How might you help Nick get his point across so that he doesn’t need to be so assertive?”

Once you have helped each individual understand his or her half of the relationship, you can bring the two together to have a conversation. “I’ve been speaking with each of you about my concerns over your strained relationship. I think you’re ready to talk to one another.” Interject as little as possible in the conversation, but where you know there is something that’s not being said, provide a gentle nudge: “Nick, we talked about how you experience it when Bob disengages in a meeting…” This process might take several conversations—stick with it.

The advantage of making this level of investment is that it will go a long way toward fixing the problem once and for all—once you can put yourself in someone else’s shoes, it’s very unlikely you will still feel a conflict.

Even more importantly, it will be some of the best leadership development the two individuals have ever received. You will have helped them grow up, gain some insight into themselves, and forge a relationship that benefits everyone. Their newfound accountability for relationships will serve them well throughout their careers

 

SO, NOW WHAT?

Well… just pick one…

 

 

Can you think of a person or organization, that could benefit from this? Share it with them…