Recognize and resolve conflicts in the team

Whereverpeople with different values, working methods, cultural backgrounds and simply different personalitiescome together, there is potential for conflict. Solving thisand creating a productive dynamic within the teamis up toleaders. In our article we dedicate ourselves to the topic ofconflicts in the team, types of conflicts and solutionsfor them.

How do you define a conflict?

The Gabler business lexicon definesdifferent types of conflict. We focus on the termConflicts in organizations, as this is relevant to this articleis. Conflicts in organizations are understood as:„Tense situations in which interdependent people try to achieve incompatible goals or implement opposing plans of action“.

When you hear the word conflict, you usually thinkimmediately think of something negative. But conflictsdo not necessarily have to be negative in naturebe.

The Gabler business lexicon writes „ on thisConflicts lead to social change: to the adjustment of social norms or the development of new social norms and rules. This creates new social structures and institutions. Behind this position, which defines conflict as functional for society, is a conflict model of a society that is based on the assumption of a pluralism of different and controversial interests, attitudes and values ​​and in which the non-violent resolution of conflicts is the central integration achievement. However, social conflicts cannot fundamentally be understood as functional in the sense of social integration (especially wars, revolutions, civil wars).“.

Andres expressedConflicts have their meaning because they have the potential to have a cathartic effect on entrenched or toxic structuresand to encourage them to change for the better.

Conflicts in phases

Since there are different types of conflicts, there are alsodifferent phases they go through. The division into 4 phases is suitable for our goals:

1. Discussion
Here we will start with onediscussed at the content level.

2. Overlay
It's already comingfirst verbal attacks and insinuations. These are no longer of a factual nature, but rather of an increasingly emotional nature.

3. Escalation
It comes to oneInterplay of attacks and counterattacks. You now want to harm yourself and the rational level has been completely abandoned here.

4. Chronicity
Those involved lose energy.In this phase, conflict resolution is essential, otherwise there will be constant (chronic) discord, which resonates in the background and so onPerformance of the individual participants and the entire teamimpaired.

Identify conflicts before they escalate

Identifying conflicts early can prevent escalation. In fact, there aresigns that can indicate conflicts within a team dynamic or in the interaction between individuals.
These include, for example,

/ excessivesarcastic remarks
/ constantinterrupting
/Isolationof individual people
/Informationwill no longer be passed on
/Rumorsare doing the rounds
/non-verbal devaluations, e.g. disparaging looks, eye rolling, etc.
/decrease in performance
/low motivationof employees

How managers can resolve conflicts in teams

Managers should ideallybe impartial and allow everyone involved to tell their side. There are alsosome steps that you can take to heart as a manager to bring about de-escalation.

Put a stop to rumors

Rumors are like wildfire. Theyspread incredibly quickly and they persist until the conflict around them has been eliminated.Industrial psychologist Christa Schirl says that complaints are actually nothing more than rumors. This means: Ifan employee makes a complaint, the manager must immediately bring everyone involved to a tableand not listen to anything withoutall the people involved in the matterare present.

Give no room for accusations and reproaches

I- instead of sending you messagesis considered the right communication strategy for all conflicts. This also applies toconflicts in organizations. In the conversation, it is therefore importantthat everyone involved listens actively and does not throw accusations and accusations around. Of course, this is difficult when the conflict has already reached the emotional phase. Thereforeit is up to the manager to admonish those involved to send "I" messages and say how they feel in the situationand not what the other person caused.

What is behind the conflict?

Finding out thereason for the conflict is therefore essential, you want to get this out of the way. It is importantas a manager to ask how this came about and what the parties involved need to solve the problem. One approach is to show team members thateveryone within the organization has a common goal and is pulling in the same direction. Because you often lose sight of this goal because of all the emotions and hurt feelings. Theleader brings those involved back to the rational level.

What do you want to achieve?

It often makes senseto agree on a goal during the conversation with which you would like to exit the conflict. This could be„How do we want to work together in the future?“ or „What do we need to be able to work together as a team or as team members?“
Once that has been defined, you canactively work towards it in the conversation.

It's the questions that matter

Asking solution-oriented rather than problem-oriented questionsis the be-all and end-all in the role of managers when it comes to conflict resolution. This means thatyou should find out how the conflict came about. Was there a miscommunication? Was there not enough information? Or has the other person's behavior led to trouble?Whatever the trigger(s) may be, in the end it is important that youwork together to find a solution and not continue to dwell on the problem(s).

Examples of problem-oriented questions:

WhyDid that not work?
Why did it take youlonger to do this?
Why didn't thatwork again?

Examples of solution-oriented questions:

What do you need/do you need for this to work?
Do you think/Do you think it would bebetter to plan more time next time?
How canwe make it work so that it works in the future?

Conflict culture

TheMost people focus on conflict avoidanceout of. Especially when it comes to conflicts at work, people tend to try to avoid conflicts. This is anormal human reaction, considering how much time you spend at work.

But the fact is that youNeither can nor should avoid conflicts. So that these don'tescalate or develop into insoluble problems, you should have a culture of conflictintroduce. What does that mean?concrete?

/Regulateintroduce ways in which conflicts can be resolved
/ ThisRules should be developed together and transparentbe made
/Introduce a culture of communication and listening, at thepersonal conversations– such as regular feedback discussions, check-ins – take place. It is also recommended for thisjoint activities such as regular team breakfasts or internal workshopsto introduce where inexchange in a relaxed atmospherecan take place.

Of course you canEvery company and every organization has individual solutions and suggestions regarding a culture of conflictcome up with. Because this depends on different factors.

AAn excellent example of all employees coming together in a relaxed atmosphere is the i-worx day at i‑pointing. Here you will find numerousWorkshops and group activities take place, we eat together and also have the great opportunity to get to know our colleagues from the home officeand seen regularly. And our next i-worx day is coming up soon. We are happyexciting activities, lectures and good food. Conflict culture works at i‑pointing. And of course it willalso have a separate blog post about it.

Sources:
https://www.karriere.at/c/a/konflikte-im-team
https://www.clevis.de/ratgeber/konflikte-im-team/
https://wirtschaftslexikon.gabler.de/definition/konflikt-41120