Many sources discussing conflict within teams will mention three possible causes for war: differences in personality and approach and the differences in values. In my experience, and judging from the many stories that I’ve had with people, it is true that there are too many poor managers who handle conflicts within their teams in two ways: the other way) they’ll either avoid the issue or they will not address the problem or) they insist that team members deal with it on their own. Of course, the entire purpose of having a leader for your team is to aid in dealing with issues like this, but that’s to come back to later.
However, even though there are a variety of sources that can cause internal conflict within teams, there’s one strategy that can be utilized to tackle these issues in a successful, efficient manner. It could be a bit radical for certain managers, but rad is precisely the word we’ll be using to remind us of the strategy which can be used to deal with inner-team conflict. The three-step process is to Recognize the competition, address the issue, and create plans for future challenges.
Recognize the Conflict
As I mentioned previously in the article, when a poor manager is aware of conflict within a team, they’ll either ignore the problem or demand team members solve the issue by themselves. Naturally, these actions typically do not solve the issue. Better managers have a higher definition of recognition which includes more than just acknowledgement that a problem exists, but also an intention to personally take action toward solving the dispute.
Take care to address the Conflict.
There are a number of good books outlining the strategies that leaders of teams can refer to in order to efficiently resolve internal team conflicts. Some of my top choices comprise Crucial Conversations by Patterson et al. and Switch Strategies you can Change Things when Change is hard from Chip Heath. Whatever strategy you decide to use, the foremost necessary procedure is to have the system be made known to teammates before it’s required. So that when you begin this process with your team members, there will not be surprises. A key element to success is to actually address the issue. Do not simply discuss it or give the case a nod or wave or alternative, less effective responses. Do everything you can to ensure that every aspect of the conflict is resolved and team members are able to then proceed.
Create a Team Conflict Resolution Plan
I am aware that this might be the utopian situation in team-based situations in which team members are able to resolve any conflict by themselves. This kind of feat might not be achievable in many instances because it requires a specific set of people to be able to solve problems by themselves. Typically there aren’t all team members who can do this. However, a good starting point shouldn’t be difficult to determine. Assist team members in choosing the best way to handle conflicts when they occur. Let them decide what actions should be taken and allow this plan to have the chance. They do everything, team leaders, not who you would want to be. On the other hand, the scale of take action is to be a do-it-all leader. This is also something you should avoid. Learn how your team members deal with conflict and, in the event that you need to help, it will be closer to a solution.
The phrase might be outdated; however, the idea should not be to become RAD in resolving conflicts within your team. Your teammates will appreciate you taking the initiative to fill the position that you’re being paid to do, and you’ll be well on your way to becoming a more effective and productive team.