What do you do if your executive team is struggling with conflict resolution?

Assessing causes doesn't solely rely on intuition; in adverse situations, thorough evaluation is crucial. I employ a strengths-based approach to identify the root causes, tailoring conflict resolution strategies to leverage the strengths of team members. By maximizing collaboration through effective utilization of each member's strengths, we can ensure a more impactful resolution process.

When your executive team grapples with conflict resolution, it's time for proactive steps. Foster open communication by encouraging team members to express their perspectives. Implement structured conflict resolution processes, like mediation or team-building exercises. Offer leadership training to enhance conflict management skills, promoting empathy and active listening. Facilitate constructive discussions to address underlying issues and find common ground. Remember, conflict can be a catalyst for growth when managed effectively. As Nelson Mandela once said, "Courageous people do not fear forgiving, for the sake of peace." Embrace the opportunity to strengthen your team's cohesion and resilience.

It's essential to address the issue promptly and effectively to prevent it from negatively impacting the organization's performance and morale; some of the steps to consider to address conflict resolutions within the executive team are: 1. Facilitate Open Communication 2. Identify Root Causes 3. Establish Clear Processes 4. Provide Conflict Resolution Training 5. Facilitate Mediation 6. Encourage Collaboration and Compromise 7. Lead by Example 8. Monitor Progress and Provide Feedback 9. Address Underlying Issues 10. Seek External Support By taking proactive steps to address conflict resolution challenges, you can foster a more cohesive and effective leadership team that is better equipped to navigate challenges and drive success.

Conflict is simply when two or more people disagree on something. Often, it escalates because of how people behave, their biases, and misunderstandings. My suggestion is to explore whether the conflict they face is just a disagreement or if there are deeper issues at play. To uncover the underlying cause/ causes I like to use the 5 WHYs method: Asking why multiple times to find the root cause of the problem.

Conflict isn't when 2 people disagree - this is just a disagreement and is perfectly healthy. For me conflict is when there is no common ground and no desire to find a resolution. Strength and depth of relationships (human and personal) is critical in either avoiding conflict or de escalating quickly

Make it short. Only pick the solution points perhaps the conflict resolution can be overcome by finding common ground and being agreed upon by both parties.

Boundaries can be very healthy. If you can set clear expectations and boundaries it allows for your team to understand their purpose and their direction. If there’s if conflict you may want to take a step back and see what’s missing.

Boundaries in work profiles also important. As they say everyone's job is no one's job. So while the future belongs to matrix structures, clear allocation of roles and responsibilities is needed..

Reavalie o escopo de cada membro da equipe, e verifique se não há cruzamento de tarefas, caso haja defina e separe os limites de cada um deles dentre do escopo. Estabeleça de forma efetiva a relação cliente fornecedor quando as tarefas forem subsequentes.

Uma vez definidas as tratativas estas devem ser implementadas de forma efetiva, a solução em prática deve deixar bem claro o caminho e modo a ser seguido por todos. É importante que as soluções implementadas consigam evidenciar a ocorrências de novos conflitos de modo a agilizar a tratativa futura.

Tenía un grupo de supervisores y jefes que siempre iban con todos los problemas a la gerencia, carecían de iniciativa, no solucionaban solos nada y un día se dijo no va más! El objetivo era empoderar a estos líderes en la resolución de conflictos, por lo cual trabajamos en una cultura por objetivos y retroalimentación positiva, establecimos indicadores monitoreados inicialmente cada 15 días, se asignaron responsables, los problemas eran conversados entre todos los líderes y las soluciones viables propuestas al instante presentado por el dueño de cada proceso, se establecía plan de acción con plazos y los logros eran reconocidos. El empoderamiento fue fascinante, cada uno se apoderó de su proceso y los resultados del negocio fueron positivos

Where possible organise the physical space so that everyone is sitting on one side of the table and place the conflict, disagreement, on the other side of the table and encourage them to problem solve with them all on the same side. Everything is how you FRAME it.

I would also add the following: - Develop clear guidelines and processes for resolving conflicts within the executive team, where possible. This could include protocols for addressing disagreements, escalating issues when necessary, and reaching a consensus on decisions - Model positive conflict resolution behaviors as a leader and demonstrate active listening, empathy, and a willingness to compromise when addressing conflicts within the team.

Lead!!! When did we become so afraid to lead people through adversity, sometimes gently sometimes draconian. Yes, there is a time and place for both, leading executive teams is like coaching finely tuned professional athletes, know how to help them get the most out of themselves requires the wisdom of when to apply the bandaid and when to apply the heat