Conflict Resolution in Project Teams

There are people who listen to understand, striving to truly grasp the speaker's perspective and emotions. On the other side, many (more) people only listen to respond, focused solely on crafting their reply. Listening to understand builds genuine connections and fosters empathy, essential for effective communication and meaningful relationships. This approach not only deepens mutual respect but also enhances problem-solving and collaboration. To truly listen to understand, consider these techniques: ✔ Prioritize the speaker by eliminating internal and external distractions, ensuring your full presence. ✔Paraphrase the speaker's message to confirm your comprehension and show that you value their perspective. ✔Ask insightful, open-ended questions that invite the speaker to explore and elaborate on their thoughts. ✔Pay attention to non-verbal signals, such as body language and tone, to understand the emotions behind the words. ✔Embrace pauses and silence, giving the speaker time to articulate their thoughts without feeling rushed. What do you think? ************ Hi, I’m Andreas. A seasoned executive coach, consultant, and scholar with over 25 years of professional experience. As a former executive board member and leader at Amazon, Chewy, and L’Oréal, I bring comprehensive international expertise to help individuals and organizations achieve greater success. If you’re ready to unlock your potential or elevate your organization, connect with me on LinkedIn or visit my website. #listening #questions #answers #leader #leadership #collaboration #coach #coaching #AVDH

Conflict is inevitable. How we manage it is both an art and a science. In my work with executives, I often discuss Thomas Kilmann's five types of conflict managers: (1) The Competitor – Focuses on winning, sometimes forgetting there’s another human on the other side. (2) The Avoider – Pretends conflict doesn’t exist, hoping it disappears (spoiler: it doesn’t). (3) The Compromiser – Splits the difference, often leaving both sides feeling like nobody really wins. (4) The Accommodator – Prioritizes relationships over their own needs, sometimes at their own expense. (5) The Collaborator – Works hard to find a win-win, but it takes effort. The style we use during conflict depends on how we manage the tension between empathy and assertiveness. (a) Assertiveness: The ability to express your needs, boundaries, and interests clearly and confidently. It’s standing your ground—without steamrolling others. Competitors do this naturally, sometimes too much. Avoiders and accommodators? Not so much. (b) Empathy: The ability to recognize and consider the other person’s perspective, emotions, and needs. It’s stepping into their shoes before taking a step forward. Accommodators thrive here, sometimes at their own expense. Competitors? They might need a reminder that the other side has feelings too. Balancing both is the key to successful negotiation. Here’s how: - Know your default mode. Are you more likely to fight, flee, or fold? Self-awareness is step one. - Swap 'but' for 'and' – “I hear your concerns, and I’d like to explore a solution that works for both of us.” This keeps both voices in the conversation. - Be clear, not combative. Assertiveness isn’t aggression; it’s clarity. Replace “You’re wrong” with “I see it differently—here’s why.” - Make space for emotions. Negotiations aren’t just about logic. Acknowledge emotions (yours and theirs) so they don’t hijack the conversation. - Negotiate the process, not just the outcome. If you’re dealing with a competitor, set ground rules upfront. If it’s an avoider, create a low-stakes way to engage. Great negotiators don’t just stick to their natural style—they adapt. Which conflict style do you tend to default to? And how do you balance empathy with assertiveness? #ConflictResolution #Negotiation #Leadership #Empathy #Assertiveness #Leadership #DecisionMaking

“Let’s celebrate our differences!” — easy to say when you’ve never actually had to WORK through real differences. Here’s the thing: Real differences don’t feel like a celebration. They feel messy, uncomfortable, even threatening. 🧠 Our brains are hardwired to detect difference as potential danger. When someone thinks, works, or communicates differently than we do, our first instinct isn’t to embrace it—it’s to resist it. Recently, I worked with a team trapped in conflict for years. The problem wasn’t competence or commitment. It was cognitive diversity they didn’t know how to handle. 👉 One part of the team was task-focused—eager to get to the point and skip the relational aspects of collaboration. 👉 The other part was relationship-driven—prioritizing emotional connection and dialogue before diving into action. Celebrate their differences? Not likely. 🚫 The task-focused group saw the others as emotionally needy attention-seekers. 🚫 The relationship-driven group saw their counterparts as cold and disengaged. So, what changed everything? Not a shallow celebration of their diversity, but finding their common ground. 🚀 I used my D.U.N.R. Team Methodology to transform their conflict into collaboration: 1️⃣ D – Diversity: we explored their differences without judgment and recognized the strengths in both approaches. 2️⃣ U – Unity: we found their shared purpose—every one of them cared deeply about the team’s success, just in different ways. 3️⃣ N – Norms: we co-created practical norms that guided their interactions and set clear expectations. 4️⃣ R – Rituals: we introduced rituals to honor both styles while reducing friction and fostering collaboration. The real breakthrough? Not pretending their differences were easy, but building bridges through shared values. My honest take: If you’ve truly worked through real differences, you know it’s not about celebrating them—it’s about navigating them with care and intentionality. 💡 Celebrate your common ground first.  That’s how you unlock the power of team diversity. What’s your experience with managing real differences on a team? 🔔 Follow me for more insights on inclusive, high-performing teams. ___________________________________________________ 🌟 If you're new here, hi! :) I’m Susanna. I help companies build an inclusive culture with high-performing and psychologically safe teams.

I dunno. I could be wrong. But I have this sneaking suspicion that axe throwing and escape rooms won’t solve your team’s dysfunction. I was chatting to a manager the other day and she was telling me some wild stories about their leadership team dysfunction. They all agreed they need to fix it. But the fix was a series of ‘fun’ team building activities to get the group working together. It still surprises me how we default to quick fixes for this stuff…. My team don’t like each other, so let’s bond over axe throwing and move past all our unspoken issues. The things that actually help a team move from dysfunctional to healthy tend to be way less glamorous (if we can call axe throwing glamorous) and take more effort. Here’s what helps: 1. Define the ‘must have’ behaviours you need on the team. Some of the must haves we see on healthy teams: drive, debate, seeking to understand, active listening, assuming good intent, courage to make the hard calls, empathy for each other. 2. Identify the gaps between what you promise and practice. Trust issues start when we make promises but don’t live them out in practice. Ask the team: What commitments have we made that we aren’t living out and why? What can we do to close the gaps between what we promise and practice? 3. Get the unspoken conflict to the surface. Ask the team: what conversations have we been avoiding? What are people thinking but not saying? 4. Agree to show up as one collaborative team, not representatives of your technical function. Ask yourself: how are my functional preferences getting the way of the organisational priorities? This is HUGE. Like such a common source of tension on teams. 5. Commit to being both courageous and humble. You need the team to be both brave enough to engage in tough conversations and humble enough to listen and own when they didn’t get it right. #leadership #management #HR #peopleandculture

Mapping Leadership Cultures Into Negotiation Styles Most people see this Harvard Business Review model as a guide to leadership. But what if we translate it into negotiation understanding? That’s where things get truly interesting. This framework helps us predict how different cultures approach negotiations: whether they move fast or slow, whether decisions are made collectively or by the top person, and whether everyone gets a voice or hierarchy rules the table. Egalitarian vs. Hierarchical Egalitarian cultures (Denmark, Netherlands, Sweden, Norway) In negotiations, everyone speaks up. Titles matter less, and transparency is expected. If you skip over a junior team member, you might lose credibility. Hierarchical cultures (China, India, Saudi Arabia, Japan) Negotiations defer to authority. The key is finding the actual decision-maker. Respecting hierarchy is not optional—it’s how you earn trust. Negotiation takeaway: Egalitarian: share data openly, involve all voices, build collaboration. Hierarchical: show deference, be patient, and identify the true authority early. Top-Down vs. Consensual Top-Down (United States, UK, China, Brazil) Fast, decisive negotiations. Leaders expect concise proposals and quick decisions. “Get to the point” is the unspoken rule. Consensual (Germany, Belgium, Japan, Scandinavia) Negotiations are longer, structured, and process-heavy. Group alignment is essential before any commitment. Negotiation takeaway: Top-Down: summarize clearly, highlight outcomes, respect authority. Consensual: provide detail, allow time, and accept multiple review cycles. Quadrant-by-Quadrant Negotiation Styles Egalitarian + Consensual (Nordics, Netherlands): Flat, inclusive, data-driven talks. Slow, but highly durable outcomes. Egalitarian + Top-Down (US, UK, Australia): Pragmatic, fast-moving, with empowered decision-makers. Hierarchical + Top-Down (China, India, Russia, Middle East): Power-centric negotiations. Once leaders agree, things move quickly. Hierarchical + Consensual (Japan, Germany, Belgium): Structured and rule-bound. Decisions are slow but thorough and binding. Practical Advice for Negotiators Map the culture first. Use the model to locate your counterpart before talks begin. Adjust your pace. Push for speed in top-down cultures, slow down in consensual ones. Respect authority. Don’t bypass hierarchy in one culture or ignore inclusivity in another. Real-World Example When negotiating in Germany (consensual + hierarchical), you need: Detailed NegoEconomic calculations. Technical experts at the table. Patience for several review rounds. In contrast, in the United States (egalitarian + top-down): Present financial wins upfront. Keep it concise and bottom-line focused. Expect a quick decision from empowered managers. Final thought: Culture isn’t just a backdrop to negotiation. It shapes how deals are made, how trust is built, and how value is captured. The smartest negotiators map culture first—and strategy second.

If your team is majority Arab, hire a People & Culture leader who is either from the region or deeply understands our culture, traditions, and norms. This role is very sensitive because it’s fundamentally about connecting with, empathizing with, and mobilizing people. You can’t just copy paste playbooks from North America / Europe and expect them to work the same here. I’ve seen this fail multiple times, especially in places where most employees are local, like KSA, Egypt and Jordan. Our cultural behaviors and norms can be quite complex and a People Lead needs to grasp these nuances to make an impact. Language also plays a huge role. Many employees speak English as a second language and express themselves more comfortably in Arabic. I’m not saying non-Arabs can’t succeed in this role, but it’s a significant challenge to think through. So if you’re considering hiring someone who isn’t from the region, make sure they genuinely understand and respect the cultural differences. --- #hr #peopleandculture #mena

High-stakes negotiations aren't about price. They're about psychology. Here's how to win. 👇 Negotiation isn't just for sales teams and boardrooms. It's a core leadership skill. Let’s break down 20 of the most effective strategies:  1 - Rapport before requests People say yes more easily when they like and trust you. 2 - Focus on conditions, not just price Often, success hinges on timelines, guarantees, or scope. 3 - When talks stall, change approach Don’t push harder. Instead, switch frameworks, ask a new question, or change who’s at the table. 4 - Anchor first, then move in small steps Setting the first number shapes the entire range, and each small move signals your limits. 5 - Slow the pace. Rushed talks = bad deals Time pressure leads to mistakes; calm, deliberate negotiation leads to clarity and strength. 6 - When someone asks for a discount, ask “why?” Sometimes asking for a discount is just a reflex. If your price is fair, stick to your guns. 7 - Listen first: Make the first minutes about them Understanding their needs gives you leverage and makes them feel heard. 8 - Act like the customer - even when you’re selling This flips the power balance between buyer and seller. 9 - BATNA (Best alternative to negotiated agreement) Knowing your best alternative gives you confidence and keeps you from accepting a bad deal. 10 - At the start, agree on a common goal and timeline Alignment on outcomes avoids confusion and sets a collaborative tone. 11 - Use silence as a tool. Say your point, then let it land Once you made your offer, stop talking and let the other side respond.  12 - Mirror their last few words. “Pressure around timing?” Mirroring builds instant rapport and often reveals useful information. 13 - Set the agenda. It’s a quiet way to shape the outcome Framing the discussion gives you early control and clarifies expectations. 14 - Bring multiple offers to the table. Optionality = leverage Create three variations of your core offer to segment customers. 15 - Frame your offer as an investment with return, not a cost ROI beats expense every time. 16 - Write down the agreement. If it’s not on paper, it’s not real Documentation creates accountability. 17 - Use strategic reciprocity. Give to get. But give deliberately Give something they value, but do it with intention—never randomly. 18 - Clarify language. “What do you mean by premium service?” Vague terms lead to mismatched expectations - ask for precise definitions. 19 - Ask at the beginning: “What’s the biggest obstacle you see?” Uncover objections early, before they derail the process later. 20 - Find out what’s important to them. It may not be the price Sometimes it’s speed, status, security, or support—ask, don’t assume. 🧭 What's your favorite negotiation strategy? ♻️ Repost to help someone become a top 1% communicator. 📌 Follow me Oliver Aust for daily strategies to communicate like the top 1% of CEOs.

It’s tempting to think that standing up to someone — or standing up for yourself — means signing up for a fight. It doesn’t. You can argue without fighting. You can call someone out without creating drama. You can stand up for yourself without defending yourself. IF you’re willing to embrace a few basic ideas. 1. Let the facts do the work. If the facts are on your side, you rarely need to escalate. We usually end up fighting when we need to advocate for ideas we aren’t totally sure of. Lead with the facts — why you believe you’re right, where you feel wronged, what needs to change — rather than dressing them up with aggression. Being emotional about a conflict is fair. I’m not telling you to be a robot. And emotions are relevant facts, too. But it’s important to share them in that spirit, rather than leading with them. 2. Focus on being understood rather than being right. Being 100% right is a fantasy. It’s also not the point of productive conflict. Winning doesn’t always mean proving your point, or getting the other person to concede. Winning means helping the other person understand you better. And working to understand them better. If you want to “win” your fights, place your empathy, curiosity and vulnerability above your need to be validated. 3. Commit to conflict, not drama. Conflict is discussing an injury or disagreement with thoughtfulness and care, in a way that leads to better insight and a stronger relationship. Drama is attacking a person’s character, engaging in psychological games, and indulging volatile emotions, in a way that’s designed to “win” or create some perverse pleasure. Conflict is about finding harmony and healing in difference. Drama is about playing out patterns and dragging conflict out. Conflict is about resolution. Drama is about pain. If you want to argue productively, lean into conflict and resist drama. If you’re interested in hearing how this idea played out in a listener’s life… Check out episode #904, where we took a question from a guy who got into an epic fight with a selfish guest at a bachelor party. What was interesting about that story was that the listener was 100% right. But the way he handled that conflict needlessly escalated the problem, created a scene, and compromised his relationship with the groom. A classic case of drama over conflict. And a masterclass in what not to do — even when you’re objectively in the right. Have you found this principle to be true in your world? Struggling to make use of it? Hit the comments and tell me about it. I’m all ears!

In the last major internal conflict I had, I stopped and thought: am I the first one to live this?! Hostility. Threats. Ah, and I was in the car on the way back from the hospital from giving birth. Nice welcome back 😂 Managers spend up to 40% of their time handling conflicts. This time drain highlights a critical business challenge. Yet when managed effectively, conflict becomes a catalyst for: ✅ Innovation ✅ Better decision-making ✅ Stronger relationships Here's the outcomes of my research. No: I wasn't the first one going through this ;) 3 Research-Backed Conflict Resolution Models: 1. The Thomas-Kilmann Conflict Model (TKI) Each style has its place in your conflict toolkit: - Competing → Crisis situations needing quick decisions - Collaborating → Complex problems requiring buy-in - Compromising → Temporary fixes under time pressure - Avoiding → Minor issues that will resolve naturally - Accommodating → When harmony matters more than the outcome 2. Harvard Negotiation Project's BATNA Best Alternative To a Negotiated Agreement - Know your walkaway position - Research all parties' alternatives - Strengthen your options - Negotiate from confidence, not fear 3. Circle of Conflict Model (Moore) Identify the root cause to choose your approach: - Value Conflicts → Find superordinate goals - Relationship Issues → Focus on communication - Data Conflicts → Agree on facts first - Structural Problems → Address system issues - Interest Conflicts → Look for mutual gains Pro Tips for Implementation: ⚡ Before the Conflict: - Map stakeholders - Document facts - Prepare your BATNA - Choose your timing ⚡ During Resolution: - Stay solution-focused - Use neutral language - Listen actively - Take reflection breaks ⚡ After Agreement: - Document decisions - Set review dates - Monitor progress - Acknowledge improvements Remember: Your conflict style should match the situation, not your comfort zone. Feels weird to send that follow up email. But do it: it's actually really crucial. And refrain yourself from putting a few bitter words here and there ;) You'll come out of it a stronger manager. As the saying goes "don't waste a good crisis"! 💡 What's your go-to conflict resolution approach? Has it evolved with experience? ♻️ Share this to empower a leader ➕ Follow Helene Guillaume Pabis for more ✉️ Newsletter: https://lnkd.in/dy3wzu9A

Ever dreamed of being in a nice and harmonious team? It might be your biggest nightmare. Clients have approached me to find out how they can stop people from being too nice! In many Asian cultures, interdependence and harmony are highly valued. Teams often prioritize agreeableness and cohesion. This creates a supportive work environment. It also leads to challenges like groupthink and innovation stagnation. Problems are not found out early enough. People drag their feet raising critical problems. Agreeable individuals are typically - cooperative - empathetic - prioritize positive relationships. They can result in an avoidance of conflict. Especially if they are unskilled in conversation. This prevents teams from engaging in productive debates essential for innovation and problem-solving. Most people also misunderstand conflict. It does not mean taking out weapons and killing one another. It merely means anything that might be uncomfortable. Even an extravert speaking with an introvert can create some discomfort. One must be willing to hold the space to such interactions. They force you to reconsider long-held (possibly outdated) mental models. Here is the "Harmony Challenge": 🔸 Avoidance of Conflict The avoidance style of conflict management is often associated with increased employee turnover and dissatisfaction. 🔸 Groupthink High levels of agreeableness can lead to groupthink, where consensus often creates inefficiency and poor decision making. 🔸 Reduced Innovation Without conflict to challenge ideas, teams may struggle to innovate or adapt to changing environments So, how do we find the right balance between harmony and constructive conflict? ✅ Encourage Constructive Conflict Training team members in constructive conflict resolution skills can help them engage in healthy debates without damaging relationships. ✅ Diverse Team Composition: Including team members with varying levels of agreeableness can introduce different perspectives and reduce the risk of groupthink. ✅ Leadership Interventions Leaders can foster an environment where dissenting opinions that make sense are valued, and seen as opportunities rather than threats to harmony. If you have too agreeable a team, you will need to build their conversational intelligence in order to balance respectful dissent within your team. I have written about this previously in my LinkedIn Newsletter on Bulletproof Leadership, which I am happy to leave open to critique. https://lnkd.in/gCKNeG3i Meanwhile, as an organizational psychologist, I'm engaging with forward thinking organizational leaders who see the need to grow this new muscle in a time where many wellbeing initiatives seem to only enhance harmony without the subtle balance. Reach out - I'll be happy to share my views in a coffee conversation!