Votre équipe est aux prises avec des dynamiques de pouvoir. Comment pouvez-vous gérer efficacement les conflits et les tensions ?

Uma grande vantagem é saber como montar uma equipe de trabalho resiliente e comprometida, procure sempre os antecedentes, os projectos por onde os candidatos passaram, quais foram os seus resultados, recomendações, experiência, e claro estar atento aos comportamentos e atitudes diárias. Do mesmo modo, é importante manter a comunicação, compreender a visão do membro da equipe em relação ao projecto, o seu estado de espírito e outros elementos que possibilitam o gestor lidar com o pessoal da melhor maneira possível e evitar possíveis conflitos.

I ask the question why a manager should generally calm conflicts right from the start. Preventing an escalation that has a negative impact on team spirit and work performance in the medium and long term - yes. But conflict is part of growing a team. They sharpen the rough edges of the people involved. And if you give employees the opportunity to solve these problems themselves, you still have an important tool for empowerment! So: prevent conflicts in general - no. Avoid escalations - yes.

1. Reconhecer e Compreender o Problema: Identificar Fontes de Conflito; Escuta Ativa; Fomentar Comunicação Aberta; Feedback Contínuo; Promover Respeito e Igualdade; Clarificar Papéis.

An effective way of confronting and solving conflicts is by initiating honest and open conversations. The need to resolve the conflict must be each team member's priority and the team leader(s) must achieve this by taking accountability for their actions. The managers must lead by examples and the other team members must open themselves for constructive discussions. Most importantly, not all conflicts hinder the growth of the team or the organization. Conflicts have an inherent power to strengthen relationships, even when they are professional discord.

Power dynamics in a team are inevitable, but when they lead to conflict, it's a sign that something fundamental is out of alignment. The solution isn’t to avoid these tensions, but to confront them directly. Every team member must recognize their own role in the hierarchy, not as a position of dominance, but as a responsibility to contribute to the collective good. Address the root of the tension by fostering open dialogue, encouraging transparency, and setting clear expectations. True leadership is about balancing authority with humility only then can conflicts transform into opportunities for growth.

Especially if the argument in conflicts revolves around sentences like: I heard that..., a conversation between the people involved and the management is indicated. In my opinion, however, the management's task here is not to constantly interfere in the discussion, but rather to take on the role of a mediator and moderator in order to enable a constructive discussion and resolution.

Rarely, but still, when conflicts occurred within the team, I had to resort to isolating the person driving the situation. It is important that, for example, sending someone away from a meeting is not done in an insulting tone, but rather that the reasons are communicated calmly and transparently. At the same time, I informed the person concerned in front of the team that there would be a discussion about the reason for the exclusion at a certain time the next day (when emotions were no longer as high).

Not being a team leader, but as a member of a team, i believe that in orther to make things work there must be a collaborative and equitable work environment, where each of its members feels, not only comfortable, but above all, encouraged to share their ideas and contribute to decision-making processes. A leadership based on horizontality, available to listen, receptive to adpat, demonstrates that each pf its members, from the leader to the employees, are all aware of their role and importance within the team.