Vous faites face à des conflits d’équipe. Comment pouvez-vous aider les managers à rester neutres et à les résoudre efficacement ?

An equation I came up with over 20 years ago and have shared with countless supervisors: P - E = S + C. You take your problem and subtract your emotions with the goal of assessing the problem pragmatically and without an emotional bias. Doing so will allow you to come up with a realistic solution to which you add back a powerful emotion- compassion. Sometimes in conflict situations our emotions can negatively contribute to the situation. However, we do want to demonstrate compassion by being respectful and honoring how others might feel.

Before trying to resolve any issue, find a safe, private, and neutral place to talk so that all parties involved feel free to participate in an open and honest discussion. Don't choose the office of either party or a location near them. Establish a positive and assertive approach. If necessary, set ground rules.

Zur Objektivität trägt es signifikant bei, wenn man die Situation mit unbeteiligten Dritten reflektiert. Die eigenen Gedanken durch einen 'neutralen Kopf' gehen zu lassen, sollte ein fester Bestandteil der eigenen Arbeit werden,... insbesondere, wenn es sehr emotional wird.

In my opinion, encourage managers to gather all relevant information before forming any conclusions. This involves understanding the perspectives of all parties involved in the conflict without bias. Use specific examples and facts rather than relying on hearsay or assumptions. Encourage managers to document these details to maintain an accurate and unbiased record of the situation.

My approach includes: 1. I would encourage managers to listen actively to all parties involved, ensuring everyone has a chance to express their ideas without interruptions. 2. I would advise managers to focus on the facts and avoid taking sides, facilitating a discussion that aims to find common ground and mutual understanding. This could mean helping them organize a meeting where they discuss and clarify roles and responsibilities, ensuring that everyone feels heard and understood. 3. I would encourage managers to propose solutions mutually, emphasizing compromise to reach a resolution that benefits the team as a whole. This approach fosters a fair and constructive environment where conflicts can be resolved positively.

I would recommend to train managers to practice active listening, which involves fully concentrating, understanding, responding, and then remembering what is being said. They should create a safe space for team members to express their concerns and feelings without interruption. Paraphrasing and summarizing what he said can help ensure understanding and demonstrate empathy. This approach not only validates the employees’ experiences but also helps in identifying the root causes of the conflict.

Sometimes I also like to ask the team member to summarize what they heard or took from an interaction. It can be very enlightening for a manager to hear what his direct reports are taking from their communication and show them areas they can communicate more effectively.

Empathetic Listening: Create a safe space for each team member to express their feelings and viewpoints without judgment. Practice active listening by summarizing key points and asking clarifying questions. Nonverbal Cues: Pay attention to body language and tone of voice. These can indicate underlying emotions that need to be addressed.

When you are lucky enough to have employees come to you with conflict and seek your help, the best thing you can do is create a safe space where that person can be heard and take advantage of the opportunity to build trust. Specifically, acknowledging a person's feelings is a big opportunity. It doesn't mean agreeing with them, but it is as simple as saying, "I hear you saying X and that because of that, you were impacted in Y ways. I can understand how you might feel that way." The trust you can build by acknowledging a person's feelings (when appropriate, of course; context matters) can't be underestimated.

Once the information is gathered and understood, managers should communicate clearly and impartially. They should outline the issues, the impact on the team, and the steps needed to resolve the conflict. Establishing ground rules for respectful communication during these discussions is crucial. Managers should also be transparent about the resolution process and follow up to ensure that the agreed-upon actions are being implemented and that the conflict is genuinely resolved.

I have found it extremely helpful to be open and transparent about the next steps. Specifically, setting the expectations around confidentiality and how you will or will not be able to keep confidentiality depending on the circumstance. Additionally, I set the expectation that if there is a point when I need to break confidentiality (legal, mandated reporter, etc.), I will let the employee know ahead of time.

Set Ground Rules: Establish clear communication guidelines for the conflict resolution process. This helps maintain a respectful and constructive dialogue. Focus on "I" Statements: Encourage team members to express their concerns and needs using "I" statements, promoting ownership and reducing blame.

Foster open dialogue among team members. Encourage active listening, empathy, and respectful communication. Misunderstandings often lead to conflicts, so clarity is crucial.

What do you think of this contribution? 👍(agree a little) | 👏(agree) | ❤️(strongly agree) | 💡(I will practice) Provide managers with conflict resolution training that includes techniques for fostering collaboration and active listening. This equips them with the skills to facilitate constructive discussions and guide the team towards mutually beneficial solutions, thereby enhancing team cohesion and productivity.

Shared Goals: Remind team members of their common objectives and how resolving the conflict can benefit everyone. Brainstorm Solutions: Facilitate a collaborative brainstorming session where both sides contribute potential solutions. Evaluate each option objectively based on its effectiveness and fairness.

A key tool is the dynamic for co-creation within groups. This framework is essential for exercising communication among people without judgment, fostering collaboration, and creating space to share ideas. Communication is a crucial aspect in this context because individuals need to practice and learn the nuances of effective communication. Expressing oneself is necessary for ideas to shape and influence relationships. Our ideas may differ, and disagreements are natural, but it's important to approach them with respect for others' perspectives, building a constructive path forward. Remember, you can't win every time.

A condução de um conflito exige bom senso e estratégias de atuação. Portanto, é importante que o Líder ouça as partes envolvidas individualmente e forma imparcial. E após analisar os pontos de vista dos envolvidos juntar as partes e conduzir para uma solução que traga aprendizado e fortalecimento ao time.

Conflict Resolution Training: Consider providing conflict resolution training to your team so they can better handle future disagreements themselves. Mediation: If tensions are high, offer to mediate the discussion to ensure everyone feels heard and respected.

The best team members to resolve conflict are the ones involved in the conflict. As a leader, I took the developmental approach to conflict resolution. I would get team members together to help them resolve their own conflicts. This allowed me objectivity and neutrality in my role. My leadership style allowed team members time to set up conflict resolution meetings with me, while I sat in and moderated conversations as needed. This allowed team members to resolve conflict by doing it together. Role modeling conflict resolution processes allowed my team members to grow in this skill and become better at working together. It allowed them to develop better work relationships as they confronted conflict directly with each other.

Once the conflict has been resolved, everyone may feel a little left in limbo. There has been this great procedure, all this process to follow, the meetings and all the paperworok, people talking about it, people checking up to make sure you are ok and are following what is going on, then crickets. The decision has been made and you are left to your own devises again. It is so important you follow up and support the individuals following the final decision to make there mental well being is holding up, the working environment is ticking over as it should be and both parties are sticking to the agreement which was made. Never just close the door and move on.

Action Plan: Once a solution is agreed upon, establish a clear action plan with ownership and deadlines. Monitor Progress: Follow up with team members regularly to ensure the solution is working and make adjustments if needed.