Introduction
Tensions between team members. It is one of the most exhausting challenges for a leader. It slows productivity, stifles innovation and creates a negative atmosphere. Conflicts and tensions are a signal of an underlying problem. Putting out fires or papering over them with goodwill often does more harm than good. This article offers a practical roadmap for tackling conflicts.
Phase 1: Understand the 'why' behind the conflict
Before you intervene, you must understand what is really going on. Take the time to observe objectively. When do the tensions flare up? Is it about the content of the work (task conflict) or is it personal (relationship conflict)? Research shows that task conflict, if managed well, can even benefit performance. Relationship conflict, by contrast, is almost always destructive.
Next, schedule confidential one-on-one 'listening sessions'. Do not ask 'why are you arguing?', but probe their experience in the team. Use open questions such as: 'What is getting in the way of you doing your best work here?' Often the causes lie deeper than the conflict on the surface:
- Unclear roles and responsibilities.
- A sense of unfairness in the division of work.
- Clashing communication styles (e.g. direct versus indirect).
- Competing objectives that pit team members against each other.
Phase 2: Choose the right intervention
With a clear diagnosis, you can act in a targeted way. For a conflict between two people, a mediation conversation is effective. As facilitator you set ground rules (no interrupting, use 'I' messages) and focus on the future. The goal is not to point out a culprit, but to make concrete, mutual agreements for better collaboration.
When the tension is felt more widely in the team, organise a 'team reset' workshop. This is not an accusation, but an opportunity to improve collaboration. Work together on a team charter in which you make agreements about shared goals, rules of conduct and communication. Clarifying roles, for example with a RACI matrix, removes a lot of ambiguity and potential friction.
Phase 3: Anchor the new dynamic
An intervention is not a one-off solution. You must actively support the positive change. Your own behaviour is crucial here. Be the role model for respectful communication yourself, admit mistakes and make sure your feedback is always constructive. Your team follows your example.
Intervene carefully when you see old, negative behaviour returning. A simple remark such as 'Let's return to the problem, not the person' can put a conversation back on track. Finally, acknowledge and reward positive behaviour. When you see previously conflicting colleagues collaborating well, name it. It reinforces the desired culture and shows that the efforts are appreciated.
Your immediate action points
Observe first, intervene later. Distinguish between productive task conflict and destructive relationship conflict.
Hold individual listening conversations to uncover the deeper causes, such as unclear roles or differing communication styles.
Choose an appropriate intervention: mediation for a conflict between two people, or a team workshop to draw up shared rules for work and conduct.
Focus on the future and concrete, shared agreements rather than looking for a culprit in the past.
Be a role model and reinforce the new, positive dynamic by intervening constructively and recognising collaboration.
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