Then, to resolve the conflict, you’ll want to bring the upset individuals to a neutral location. A neutral space will first bring things down to a level in which a constructive conversation can occur. Secondly, by suggesting a meeting in a coffee house, or anywhere outside the office where there isn’t intrinsically a power dynamic, you are more likely to create a comfortable atmosphere where you can productively deal with whatever caused the issue.
4. Start with a Compliment
After you’ve broken away from the place where the conflict arose, you can address the problem. But you don’t want to jump right into a conversation with an accusatory tone. Your job is to hear all sides and make an executive decision based on the facts and the needs of the work being done. Therefore, to get a person comfortable enough to talk, start by complimenting them. You want to show that there is no bad guy or good guy here. You’re attacking the problem, not the person.
5. Don’t Jump to Conclusions
The reasons for any conflict are often more complex than they first appear. In order to be just in your treatment of all parties involved, it is advised not to conclude anything at the offset. Even if you think the conflict is obvious, give everyone an opportunity to share their perspective. Get a sense of the history involved. You don’t want to assume anything about anyone. Gather your facts like a quiet detective, and then weigh in with the wisdom of a judge.
6. Think Opportunistically, Not Punitively
While some conflicts are going to require consequences, most are just sparked by passionate people coming at a situation from different vantage points. The truth is that when conflicts arise, so does the opportunity to teach or learn. Being a manager is seeing these conflicts as a means to address what were previously hidden problems within the team dynamics.
7. Offer Guidance, Not Solutions
Another thing to think about as you address conflict in your workforce is not jumping to just righting the wrong. What that means is there could be an obvious reason for the conflict and a similarly clear way to get people back on the same page working productively.
You’re leading the group, not taking sides in their arguments. It’s best if you can get the team to work together to resolve the conflict. That means taking more time to guide them to the conclusion you see, but they’re too emotionally involved to notice.
