Everyone in this world has different types of viewpoint and identity. Due to these differences, many conflicts arise between people. Impact gets bigger when you see these differences of people in the same organization. The fate of team or organization depends upon how one is trying to handle this kind of situations that might lead efforts towards goodwill or failure of the organization.
Since you are a project manager and there is a team under/with you to deliver something, It depends on you that how you handle team conflicts in your project teams. Either you ignore it straight away or maybe complain and blame someone over it. You can also be direct by knowing that what the reason is and solve the conflict by negotiations or you can compromise over it to overcome the problem. Whenever some conflict arises, it is important to deal with it and try to resolve the situation instead or making it worst.
It is not necessary that every conflict should be bad. Conflicts arise in team works when people with different experiences, age, viewpoints, and opinions works together in a team, but these should not lead to a dispute in the team. A team consisting different types of minds works more efficiently but these conflicts do arise which should be resolved. To resolve the conflicts one should understand the perspective of another. Most important factor is to maintain a balance of difference in opinions constructively and to ignore those conflicts which lead to destruction. It all depends upon the skills of a team member.
Over the time when the team stepovers on the conflict, the most important factors come of tolerance and respect. While resolving the issue many human nature factors arise in between like emotions, actions and personal respect. We should try to bring positivity and try to overcome the negative or destructive points.
To resolve the conflicts in a team, we will try to explain you in few steps, which are:
Step # 1: Identify the source of the conflict
The more data you have about the reason of the conflict, the more effectively you can resolve it. To get the data you require, utilize a progression of inquiries to distinguish the cause, similar to, “When did you feel annoyed?” “Do you see a connection among that and this episode?” “How did this matter start?”
As a middle person, you have to allow both sides to share their side of the story. It will give you a superior comprehension of the circumstance. As you listen to each of the disputants, say, “I see” or “uh huh” to recognize the data and urge them to keep on opening up to you everything.
Step 2: Look beyond the conflict
Sometimes, it is not the situation but rather the viewpoint on the circumstance that makes outrage anger. The reason or source of the conflict may be a minor issue that happened months prior, however, the level of stress has developed to the point where the both parties have started assaulting each other by and by as opposed to tending to the genuine issue. In the calmness of your office, you can motivate them to look past the activating occurrence to see the genuine and real cause. At the end of the day, testing inquiries will help, similar to, “What do you think occurred here?” or “When do you think the issue between you initially arose?”
Step 3: Request for the solutions
After knowing both parties perspective on the conflict, the following next step is to get each to recognize how the situation could be changed. The question again both of the parties to request their thoughts: “How might you improve things between you?”
As a middle person, you must be an attentive person, mindful of each verbal subtlety, and also a decent reader of non-verbal communication. Simply listen, you need to get the disputants to quit the fight and begin collaborating, and that implies guiding the discussion far from blame dispensing and toward ways for settling the conflict.
Step 4: Identify the mutual solutions between disputants
You should be listening for an adequate strategy. Make out points to the benefits of different thoughts, from each other’s point of view, as well as far as the advantages to the organization. For example, you may indicate the requirement for more prominent participation and coordinated effort to viably address group issues and departmental issues.
Step 5: Agreement between both parties
The middle person needs to get the two gatherings to shake hands and agree to one of the options distinguished in above step no.4. A few mediators review an agreement in which activities and time spans are determined. In any case, it may be sufficient to meet the people and have them to answer these few questions: “What activity plans will you both set up to keep clashes from emerging later on in the future?” and “What will you do if issues arise in future?” This intervention procedure works between parties and people. Having conflict or managing conflict can be distressing.
Conflicts may be good and constructive but it has to be managed or dealt as soon as possible. By accepting and respecting the difference of thoughts between people, resolve the conflict quickly as it arises and tries to avoid making any conflict. You will be able to make the environment healthy and creative team atmosphere. The basic way is to remain open for ideas, beliefs, and thoughts of other people. When members of the team learn to see the problems from point of resolving it, this can lead to more new and creative solutions which lead to a good environment. One should openly invite everyone to talk about any conflict which is a clear way of communication one to one.
Don’t let the conflict make your personal issue then it will be difficult to resolve it or maybe impossible in some cases. Try to bring out a solution instead of blaming each other. Keep the internal conflicts of the team in the team, don’t drag anyone from outside, this will make the case more sensitive and maybe it can lead to fighting or any destruction. Let us know if you have any other tips to keep project sponsors engaged in following comments section or here.