Team Conflict - Jeanine McCreary

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As a certified mediator, I have seen my share of conflict and I like it! Conflict leads to resolution, growth, and innovation. In every team of goal-oriented individuals, it’s not every day that things run smoothly. Thanks to their diverse backgrounds, viewpoints, and perspectives, team conflicts are typical and will inevitably crop up. They will creep in, causing disharmony and confusion, sometimes even throwing the whole project into jeopardy.

Team conflicts aren’t necessarily a bad thing - the constructive conflict has always been the secret sauce of high-functioning teams.

A conflict that leads to a crisis is a bad thing and can have irreparable damage to interpersonal relationships. A serious conflict can kill the team’s mojo and ruin the original goals and objectives of the project.

Thus, it is crucial that you address any dispute amongst team members as soon as you notice it. Don’t let the conflict fester!

Let’s look at some of the best ways of addressing conflicts in teams:

  • Embrace the disagreements

Conflicts are healthy, and when they arise, don’t pretend as though you all are doing well. If you’ve already noticed that there’s a vicious behind-the-scenes fight within your team, don’t keep turning a blind eye to it. Every time you ignore it, the party that feels wronged gets more irritated and this worsens the situation.

  • Sit, talk and let the warring members reconcile

Next, work on a formula of resolving the conflict amicably. Think win-win for the entire team. This may require that you summon them to a face-to-face meeting, listen to their sentiments and make a ruling based on the needs of the team. 

A mediator may be needed to facilitate the meeting. Tempers may flare, and one party might feel ignored or wrongly judged. At this stage, the mediator will ensure that order is maintained, the bone of contention is addressed, and a mutual agreement is reached.  

Remember, this shouldn’t be the time to point fingers and attack or blame each other. It is, instead, a moment of identifying the root cause and ironing the matter out to ensure it never crops up again.

  • Preventive measures could help as well

After every conflict and resolution event, I ask the team members what they liked best and what we should do next time. This insures an open line of communication for the future.

In summary, a team leader should develop the habit of checking in regularly with all members, mentors, advisors.

Remember conflict occurs when needs are not met, thus creating an atmosphere of dissatisfaction.

Remember also to address conflict early and often; this allows teams to address conflict at the beginning and to pivot and adapt when needed. 

This quote by Steve Goodier, the leader of Next Generation Engineering at Castrol InnoVentures, addresses conflict perfectly:

“We don't get harmony when everybody sings the same note. Only notes that are different can harmonize. The same is true with people.”

-Jeanine McCreary

Jeanine is the President of the McCreary Group, a company which helps large and small organizations with project analysis, development, implementation, and management. Jeanine has extensive experience in program & curriculum development in the areas of entrepreneurship, financial literacy, life skills training, and real estate. Jeanine served on the board of directors of the Erie School District and has been nominated to be seated on the National School Board of Directors. Previously she served on the Pennsylvania State Board of Education. Jeanine holds a BS degree from Penn State University.

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