Even the best teams occasionally experience conflicts among their members. Whether it is a one time disagreement or a long standing animosity, such conflicts can significantly disrupt the productivity of both the employees involved and the team as a whole. In today's article, we will show you how, as a manager, to resolve conflicts between your subordinates in four steps.
Do not pretend the conflict does not exist
As the website Psychology Today states, if you are aware of a problem, do not ignore it and address it, even if no one has formally approached you for help. Some managers wish to avoid uncomfortable meetings and conversations and therefore choose not to deal with certain conflicts because they do not appear serious enough. In the end, however, the problem may escalate and eventually cause a major issue at the least convenient moment.
Discuss the situation with everyone involved
When you decide to intervene in a conflict, it is your responsibility to listen to all participants and form your own understanding of what is happening. Show the same level of respect and understanding to every employee and avoid situations in which you hear only one side of the conflict and draw conclusions based solely on that perspective.
Do not stay on the surface and address the root cause
When resolving conflicts, do not focus only on the surface manifestations of the problem. Instead, use conversations with those involved to identify the root cause and address it directly, even if doing so may be somewhat more uncomfortable than dealing only with the visible symptoms.
Seek expert assistance if necessary
Although the team manager is generally the authority expected to resolve most employee conflicts, you may not always possess the necessary expertise or authority. If the issue concerns a specific technical aspect or an area in which you have no knowledge, invite an independent expert to assist. For example, if the matter involves unlawful conduct, a serious case of bullying, or discrimination, do not attempt to resolve the issue on your own. Instead, cooperate with colleagues or institutions that possess the necessary competencies.
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