Conflict Resolution Plans

𝗖𝗼𝗻𝗳𝗹𝗶𝗰𝘁 𝗮𝘁 𝘄𝗼𝗿𝗸, 𝘄𝗵𝗲𝘁𝗵𝗲𝗿 𝗱𝗶𝗿𝗲𝗰𝘁 𝗼𝗿 𝗽𝗮𝘀𝘀𝗶𝘃𝗲-𝗮𝗴𝗴𝗿𝗲𝘀𝘀𝗶𝘃𝗲, 𝗶𝘀 𝘂𝗻𝗰𝗼𝗺𝗳𝗼𝗿𝘁𝗮𝗯𝗹𝗲, but it’s inevitable. Yet, many don't know how to handle it effectively. Once I got curious about what causes conflict, I realized most are rooted on 3 sources: 𝟭. 𝗜𝗻𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻 𝗔𝘀𝘆𝗺𝗺𝗲𝘁𝗿𝘆: Conflict often happens when parties lack access to the same data. Their decisions clash because they’re not working with the same information. At Google Home, the e-commerce team and I didn't see eye to eye on a new service launch strategy. The economics impacted their channel performance, but after I shared the roadmap of future services that would offset the challenges, we aligned. With both teams accessing the same "data set", the conflict dissolved.     𝟮. 𝗣𝗵𝗶𝗹𝗼𝘀𝗼𝗽𝗵𝗶𝗰𝗮𝗹 𝗗𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝗰𝗲𝘀: Sometimes, everyone has the same facts but different priorities. One side might focus on quality vs. speed. Having a common set of principles or philosophies helps drive alignment.     While leading the transition from G Suite to Google Workspace, we restructured features across 20+ apps. Each app team had different approaches, making alignment difficult. But once we agreed on principles—like target customers profiles per subscription tier—decision-making became much easier.     𝟯. 𝗘𝗴𝗼: Sometimes it's not about data or principles— it's personal. A party may feel slighted or passed over, leading them to derail plans (consciously or unconsciously). In such cases, escalation is often the best solution.     At Adobe, I worked to align product leaders on a strategy, but some personal grievances and turf wars slowed progress. Even with shared data and principles, the conflict persisted. Escalating to senior management helped resolve the impasse and get everyone on board. 𝗛𝗲𝗿𝗲’𝘀 𝗮 𝗺𝗲𝘁𝗵𝗼𝗱𝗼𝗹𝗼𝗴𝘆 𝘁𝗵𝗮𝘁 𝗵𝗮𝘀 𝗵𝗲𝗹𝗽𝗲𝗱 𝗺𝗲 𝗿𝗲𝘀𝗼𝗹𝘃𝗲 𝗰𝗼𝗻𝗳𝗹𝗶𝗰𝘁: 𝟭. 𝗦𝗲𝗲𝗸 𝘁𝗼 𝗨𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱: Identify the root cause: data gap, philosophical difference, or ego? Approach with empathy, curiosity, and zero judgment. 𝟮. 𝗔𝗹𝗶𝗴𝗻 𝗼𝗻 𝘁𝗵𝗲 𝗙𝗮𝗰𝘁𝘀: Share all relevant info. Ensure both sides work from the same set of truths. 𝟯. 𝗔𝗴𝗿𝗲𝗲 𝗼𝗻 𝗣𝗿𝗶𝗻𝗰𝗶𝗽𝗹𝗲𝘀: Once aligned on facts, agree on guiding principles. Debate principles, not the issue itself. 𝟰. 𝗪𝗼𝗿𝗸𝘀𝗵𝗼𝗽 𝗦𝗼𝗹𝘂𝘁𝗶𝗼𝗻𝘀: Collaborate on options, weighing pros and cons together. 𝟱. 𝗖𝗼𝗺𝗺𝗶𝘁 𝗮𝗻𝗱 𝗗𝗼𝗰𝘂𝗺𝗲𝗻𝘁: Choose a solution, document it, and share with all involved. Include names and dates—this adds accountability and prevents reopening the issue. 𝟲. 𝗘𝘀𝗰𝗮𝗹𝗮𝘁𝗲 𝗶𝗳 𝗡𝗲𝗰𝗲𝘀𝘀𝗮𝗿𝘆: If all else fails, it's likely ego-driven and escalation might be necessary—and that’s okay when done responsibly. Next time conflict arises, don’t rush to fix it or let frustration take over. Step back, identify the cause, and handle it methodically. #leadership #conflict

I used to avoid conflict at all costs, then I realized workplace conflict isn’t the problem. Avoiding it is. I saw firsthand how unresolved conflict could derail teams. Miscommunication turned into resentment, small issues escalated, and productivity suffered. But when handled correctly, those same conflicts became opportunities: building trust, strengthening teams, and driving better results. That’s where RESOLVE comes in: a clear, professional framework to turn workplace tension into teamwork. **Recognize the Conflict** - Identify the issue before it escalates. - Determine if it is a personality clash, miscommunication, or a deeper structural problem. - Acknowledge emotions while staying objective. **Engage in Active Listening** - Approach the conversation with curiosity, not judgment. - Let each party share their perspective without interruption. - Use reflective listening: paraphrase what you heard to confirm understanding. **Seek Common Ground** - Identify shared goals and interests. - Shift the focus from personal grievances to organizational objectives. - Find areas where alignment already exists to build rapport. **Outline the Issues Clearly** - Define the specific problems and their impact. - Differentiate between facts, perceptions, and emotions. - Keep the discussion solution-focused rather than blame-focused. **Look for Solutions Together** - Encourage collaboration in brainstorming possible resolutions. - Evaluate each solution based on feasibility, fairness, and alignment with company values. - Ensure all parties feel heard and that the resolution is practical. **Validate and Implement Agreements** - Confirm agreement on the resolution and next steps. - Establish clear expectations and accountability measures. - Follow up to ensure continued commitment and adjustment if needed. **Evaluate and Improve** - Reflect on what worked and what didn’t. - Seek feedback on the conflict resolution process. - Use lessons learned to improve communication and prevent future conflicts. This framework ensures professionalism, encourages collaboration, and fosters a healthy workplace culture where conflicts are addressed constructively rather than ignored or escalated. What's been your experience dealing with conflict? Comment below.

“Just brush it under the carpet!” Do that, and you’ll see your organisation turn into an Ekta Kapoor TV serial, where everyone gossips about each other behind their back! Avoiding conflict might feel peaceful in the moment, but make no mistake... it builds frustration and creates invisible walls within the team, and that leads to gossip, groupism, politics, and at the end of it all, the business suffers. The right way to deal with conflict is to address it and have a mature conversation. Here’s how you do that: Step 1: Root Cause Analysis Dig deeper. Understand the situation. Ask each person why they feel the conflict started. The best way to do this is to use the ‘5 Whys’ technique. Ask “Why?” five times. Example: A & B are arguing over who’s at fault for a delayed project. Ask: 1) Why do you think the project got delayed? → B didn’t send the file on time. 2) Why didn’t B send the file on time? → The client delayed the project update. 3) Why was the update delayed? → Because C delayed the MVP delivery to the client. 4) Why did C delay it? → Because the timeline wasn’t documented, so everything was in the air. By the 4th “Why,” you realise: A & B are fighting over blame, but the real issue is the lack of a formal documentation process like CRM updates or email records. Step 2: Have a 1-on-1 Conversation Talk to each person privately. Just listen, without judgement. Listen not to respond, but to understand. This helps defuse emotions before the joint discussion. Step 3: Act as a Mediator Don’t be a ringmaster - be a mediator. Bring all parties together and facilitate the conversation. Don’t lecture or dictate. Focus on finding the solution, not figuring out who’s right. Step 4: Win-Win Solution Encourage them to find a resolution where all parties win, by solving the real problem together. Step 5: Action Steps & Follow-Up Close the conversation with clear next steps on the process and workflow going forward. Follow up after a few weeks to check if the solution is working. Share this with your network and help a business owner resolve team conflicts the right way.

Interview Conversation Role: RTE in #SAFe framework Topic: Conflict Management 👴 Interviewer: "Imagine the Product Manager and System Architect disagree over feature priorities, with the PM focusing on customer needs and the Architect concerned about tech debt. As the RTE, how would you handle this?" 🧑 Candidate: "I’d remind them to focus on the PI objectives and find a middle ground." 👴 Interviewer: "Say this disagreement is slowing decision-making, impacting team alignment, and morale is dipping. What specific actions would you take to mediate?" 🧑 Candidate: "I’d encourage both of them to think about the project’s overall goals." What a skilled Release Train Engineer should say: ------------------------------------------------------ In cases like this, it’s crucial to foster open, constructive discussions without losing sight of both customer value and technical stability. 🌟 I’d start by facilitating a conversation with the PM and Architect to unpack their priorities and establish a shared understanding. 📅 In a similar situation, I scheduled a conflict-resolution workshop with both roles, focusing on ‘value vs. sustainability’ using the Economic Framework. 🏹 We assessed the impact of each priority on the PI objectives, assigning weights based on business and architectural needs. The workshop helped clarify the ROI of tech improvements and immediate features, allowing them to make informed trade-offs. 🛠 To make it concrete, we identified one high-priority feature to advance and a critical refactor for the next PI. By reaching a balanced decision, we addressed urgent customer needs while setting a feasible path for addressing tech debt. 🚩 Impact: This approach helped restore team alignment, fostered trust between the PM and Architect, and improved the ART’s overall efficiency. ✍ As an RTE, my role is to mediate these discussions by grounding decisions in shared values and structured prioritization, ensuring both immediate and long-term value are achieved.

As a Business Analyst(BA), many times, difficult conversations are unavoidable. Be it conflicting priorities, unrealistic expectations, scope creep and more. When you handle such conversations with a practical plan, difficult conversations can be managed well. 1. Prepare facts, not emotions. Don’t enter the room with opinions. Enter with data, examples, and impact. 👉 Example: Instead of “This requirement is confusing,” say “We’ve had three different interpretations of this step.” 2. Reframe, don’t resist. If a stakeholder pushes back, turn their statement into a clarifying question. 👉 “You want this in Phase 1 — can we discuss what must drop if we add it?” 3. Stay neutral, act as a mirror. Repeat what each side said, in simple words, so they hear themselves. It reduces defensiveness. 4. Use “we,” not “you.” Shifts tone from blame to collaboration. 👉 “We need more clarity here” instead of “You haven’t given enough clarity.” 5. Document live. In tough talks, write things down on the screen or whiteboard. It forces alignment and reduces “I didn’t say that” later. 6. Escalate issues, not people. If you need to involve a manager or sponsor, focus on the issue’s impact, not stakeholder behaviour. 7. Pick the right medium. Some conversations resolve faster face-to-face (or by call) than in long emails. 8. Pause if emotions run high. Suggest continuing after a break instead of forcing closure in a heated moment. 9. Ask for support when needed. 👉From PM/Product Owner: if priority or scope needs authority. From SMEs: if you lack domain depth to challenge assumptions. From QA/Dev leads: if feasibility is in question. 10. Debrief after conflict. Summarise agreements in writing and circulate — ensures no confusion later. Mismanaged conversations damage trust and stall progress. Handled well, they create clarity, respect, and momentum. Knowing when to seek help saves you from carrying the entire conflict alone. As BAs, it's sometimes difficult, but we should never avoid difficult conversations, because, if not today, tomorrow, that difficult topic will hit back badly. Try to make conversations structured with neutral emotions, and involve the right people to reach clarity. #businessanalyst #stakeholdermanagement #businessanalysis #projectmanager #projectmanagement #BA #agile #scrum #customer #customerstakholder

Effective Disagreement Resolution Among Leaders! In the dynamic landscape of leadership, disagreements are inevitable. How leaders navigate and resolve these differences can define team dynamics and organizational progress. This article delves into strategies for effectively addressing disagreements among leaders. 1. Open and Respectful Communication: Healthy disagreement starts with open and respectful communication. Leaders should create an environment where differing opinions are welcomed and listened to without judgment. 2. Seek Common Ground: Leaders should focus on areas of agreement before addressing differences. Identifying shared goals or values can provide a foundation for constructive discussions. 3. Active Listening: Leaders must actively listen to each other, valuing diverse viewpoints. This fosters understanding and prevents misunderstandings that can escalate conflicts. 4. Embrace Constructive Conflict: Conflict isn't inherently negative. When approached constructively, it can lead to innovative solutions and improved decision-making. 5. Private Discussions: Sensitive disagreements are best addressed privately. Leaders should maintain professionalism and avoid creating unnecessary tension in front of their teams. 6. Define Clear Objectives: In disagreement resolution, leaders should define the objectives of the discussion. This clarity prevents conversations from veering off track and focuses on finding solutions. 7. Collaborative Problem-Solving: Leaders should view disagreements as opportunities for collaborative problem-solving. By brainstorming together, creative solutions can emerge. 8. Separate Issues from Personalities: Disagreements should focus on ideas and solutions, not personal attributes. Leaders must detach emotions from the discourse. 9. Consider Third-Party Mediation: In complex disagreements, third-party mediation can offer an unbiased perspective and facilitate effective resolution. 10. Document Agreements: After reaching a resolution, leaders should document the agreed-upon solution and action steps. This provides a reference point and promotes accountability. Disagreement resolution among leaders is an essential aspect of effective leadership. By fostering open communication, seeking common ground, and embracing constructive conflict, leaders can transform disagreements into catalysts for growth, innovation, and stronger collaboration. #LeadWithSimmone #LeadershipLife #LeadersLessons

Conflict kills careers: 78% of employees have quit due to workplace tension. So here's a 5-stage method to turn tension into teamwork: The SOLVE Model of Healthy Conflict Resolution: 1. Spot Issues ↳ Identify conflict early ↳ Small issues can become big problems ↳ Describe the problem without blame 2. Obtain Information ↳ Learn all sides of the story. ↳ Full understanding leads to better solutions. ↳ Listen carefully and ask good questions. 3. Look Deeper ↳ Study the problem and make a plan ↳ Good planning leads to better outcomes ↳ Think of many solutions and pick the best one 4. Validate Resolution ↳ Put the plan into action ↳ Solving conflicts helps teams grow stronger ↳ Help people talk and find agreement 5. Evaluate Results ↳ Check if the solution is working ↳ Good solutions should last long-term ↳ Keep in touch and make changes if needed   Conflict is unavoidable. Your response is what matters. Practice these steps and turn tension into teamwork. How do you handle conflict in your teams? Share your ideas in the comments ⬇️ If you enjoyed this: • Repost for your network ♻️ • Follow me for more deep dives • Join 25,500+ subscribers for more actionable tips to build your brand and protect your reputation: https://lnkd.in/edPWpFRR

Transforming workplace conflict into deeper connection. Use the LARA method to build trust when tensions rise: The facts are clear: 32% of workplace conflicts involve management disputes. Yet, 7 in 10 organizations lack formal policies to address them. I love observing the energy in teams and organizations. Is it flowing freely, or is it trapped, distorted? As an executive coach, I see how stress, anger, and frustration—often masked as unenthused engagement—drive team dynamics. We've become experts in sidestepping the uncomfortable and smoothing the rough edges. Here's the thing. You cannot outrun the suppressed energy of unresolved conflict. This suppression leads to: ↳ Limited creativity - as the most vital ideas are silenced. ↳ A culture of fear - where vulnerability is not tolerated. ↳ Resentment - a weight that drags everyone down. ↳ A sense of hopelessness - a belief that change is impossible. The LARA method recognizes that our most difficult conversations often hold the greatest potential for meaningful connection: 1️⃣ Listen to understand the person behind the position. 2️⃣ Affirm their feelings to create trust and safety. 3️⃣ Respond with ownership using "I" statements. 4️⃣ Ask questions to deepen mutual understanding. These four steps transform conflict from: ↳ Disagreement ➜ Discovery ↳ Confrontation ➜ Connection ↳ Division ➜ Dialogue ↳ Resistance ➜ Reflection ↳ Isolation ➜ Inclusion Effective leaders know: conflict resolution isn't about being right. It's about connecting human to human—especially when it's difficult. Which step of the LARA method do you find most challenging as a leader? ♻️ Thanks for reading! If this was useful, please share and follow Michelle Awuku-Tatum for more.

here is one technique that resolves conflict almost 90% of the time: make the problem the enemy, not the person. this isn't just for boardrooms. from negotiating contracts to helping my kids share toys without a war breaking out in our living room, this approach is mom tested and boardroom approved. the psychology is simple yet powerful. when someone feels attacked, their brain triggers defense mechanisms—rational thinking shuts down, emotional reactions take over. but when you position yourselves on the same side against a common enemy, everything changes. last week a friend called me about a tense vendor relationship she had. instead of blaming the vendor for missed deadlines, we reframed: "looks like we're both fighting against unclear specifications." within minutes, the conversation shifted from finger-pointing to problem-solving. she realized they didn't have a clear campaign calendar or weekly check in. both were working from different deadlines. even at home, when my son missed an assignment, rather than making him the enemy, we identified the real problem: time for planning. suddenly we were brainstorming solutions together instead of arguing. implementation requires three steps: -explicitly name the problem as the shared enemy -physically position yourselves side-by-side, looking at the issue together -use "we" language exclusively to reinforce alliance when you make the problem the enemy, impossible situations become solvable because you're no longer fighting each other, you're working together. #PR #communications #marketing #agency #executive #strategicthinking #conflictresolution