Conflict - And dealing with it

CONFLICT

Personal conflict between team members may not be inevitable but, as with any group of people working in close proximity, it is likely at some point.

Dealing with conflict is a skill that both team leaders and team members must acquire.

Personal conflicts are a problem for the whole team. They should be quickly identified and they should always be addressed immediately, not sidelined until there is less pressure on time. Feedback is very important in exposing conflicts and identifying their causes - Communication is the key tool in their resolution.

If the team is using a methodology there may be a requirement to maintain an issues log as part of the process (it may be called a concerns list or a problem log). Often the log will go some way towards providing a background to the conflict.

If your methodology doesn't include problem logging, it probably should!

The team leader should:

		Take evidence in private
			Individually from the team members in conflict
			From all team members directly affected
		Discuss the conflict and bring issues into the open, at least with the people in conflict but, at best, with the whole team
		Ask whether the team is divided: Are there factions?
			The opposing sides must agree a truce
			The team must continue to function while the issues are resolved

The resolution

Must	Must not
Improve relationships	Mete out blame
Improve behaviour	Have a winner
Improve understanding	Have a looser
Promote agreement	Be a fudge

Often, a more formal approach to reaching a conclusion is best: In those circumstances, try using the seven-step, structured problem solving technique.

Problems are also opportunities to change towards a better solution and to learn about the processes involved. And sometimes to learn about people, too. But no-one in the team should rest until a divisive conflict is properly resolved!

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