Discuss
After the Consider step, choose 1 of 3 options to help resolve the conflict.
1. Coach employees
With the right coaching, you can support your employees to resolve the conflict themselves. Ensure they have the tools and support they need to engage directly with each other.
This is a good option when:
- the employee is taking ownership
- the employee has not addressed this with the other employee
- the issue is between the two and not directly impacting the team
- the employee is not yet clear on the issues
-
the relationship or team structure forms the basis of the situation
Tool:
2. Facilitate the conversation
Bring those involved together and facilitate a conversation between them.
This is a good option when:
- the employees have unsuccessfully tried to resolve conflict on their own
- the situation is directly impacting the team
- the situation has the potential to escalate quickly
- I (the leader) might have contributed to the conflict, requiring clarity with all parties
- the situation requires a leadership perspective
- the conflict involves things relating to departmental structures (job descriptions, policies)
Tools:
3. Normalize the conflict
Normalize the conflict as a regular part of team development dynamics using the team norms resource. Follow-up with individual or group conversations to help the whole team understand.
This is a good option when:
- the conflict seems healthy, mostly focused on content and not the individual’s character
- the issues at play are differences in the interpretation of a team standard or norm
- the resulting clarity is best achieved one-on-one or through conversations with others on the team
- the primary issue seems to be about clarity of a task, role, policy, procedure or process
- the emotional and interpersonal dynamics involved are low
- there’s little or no involvement in confidential matters