Resolving Personality Clashes in Project Groups

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.

At Amazon, two of my top engineers had a shouting match that ended in tears. This could be a sign of a toxic workplace or a sign of passion and motivation. Whether it becomes toxic or not all comes down to how management deals with conflict. In order to deal with conflict in your team, it is first essential to understand it. A Harvard study has identified that there are 4 types of conflict that are common in teams: 1. The Boxing Match: Two people within a team disagree 2. The Solo Dissenter: Conflict surrounds one individual 3. Warring Factions: Two subgroups within a team disagree 4. The Blame Game: The whole team is in disagreement My engineers shouting at each other is an example of the boxing match. They were both passionate and dedicated to the project, but their visions were different. This type of passion is a great driver for a healthy team, but if the conflict were to escalate it could quickly become toxic and counterproductive. In order to de-escalate the shouting, I brought them into a private mediation. This is where one of the engineers started to cry because he was so passionate about his vision for the project. The important elements of managing this conflict in a healthy and productive way were: 1) Giving space for each of the engineers to explain their vision 2) Mediating their discussion so that they could arrive at a productive conclusion 3) Not killing either of their passion by making them feel unheard or misunderstood Ultimately, we were able to arrive at a productive path forward with both engineers feeling heard and respected. They both continued to be top performers. In today’s newsletter, I go more deeply into how to address “Boxing Match” conflicts as both a manager and an IC. I also explain how to identify and address the other 3 common types of team conflict. You can read the newsletter here https://lnkd.in/gXYr9T3r Readers- How have you seen team member conflict handled well in your careers?

𝐍𝐨𝐭 𝐞𝐯𝐞𝐫𝐲 𝐝𝐢𝐬𝐚𝐠𝐫𝐞𝐞𝐦𝐞𝐧𝐭 𝐢𝐬 𝐚𝐛𝐨𝐮𝐭 𝐰𝐡𝐚𝐭 𝐰𝐚𝐬 𝐬𝐚𝐢𝐝. 𝐌𝐨𝐬𝐭 𝐨𝐟 𝐭𝐡𝐞 𝐭𝐢𝐦𝐞, 𝐢𝐭’𝐬 𝐚𝐛𝐨𝐮𝐭 𝐇𝐎𝐖 𝐢𝐭 𝐰𝐚𝐬 𝐬𝐚𝐢𝐝. - You’re logical. They say you’re cold. - You’re decisive. They say you’re rude. - You’re kind. They say you’re unclear. 𝐂𝐨𝐧𝐟𝐥𝐢𝐜𝐭 𝐢𝐬𝐧’𝐭 𝐛𝐞𝐜𝐚𝐮𝐬𝐞 𝐰𝐞’𝐫𝐞 𝐰𝐫𝐨𝐧𝐠. 𝐈𝐭’𝐬 𝐛𝐞𝐜𝐚𝐮𝐬𝐞 𝐰𝐞’𝐫𝐞 𝐝𝐢𝐟𝐟𝐞𝐫𝐞𝐧𝐭𝐥𝐲 𝐰𝐢𝐫𝐞𝐝. Before you jump into a debate, share feedback, or speak up in a meeting… 👉 𝐃𝐞𝐜𝐨𝐝𝐞 𝐛𝐞𝐡𝐚𝐯𝐢𝐨𝐫 𝐟𝐢𝐫𝐬𝐭. 👤 Real Story: Chris from Australia Chris was a Product Director managing two senior leads: 🔹 Daniel – fast-paced, blunt, outcome-focused 🔹 Sophie – cautious, analytical, detail-first They were constantly at odds. Every meeting turned into a silent war. 𝗖𝗵𝗿𝗶𝘀 𝘀𝗮𝗶𝗱: “I feel like I’m managing a debate club.” They weren’t resisting the project. They were just wired differently. 🔁 𝗪𝗵𝗮𝘁 𝗖𝗵𝗮𝗻𝗴𝗲𝗱? We helped Chris decode both styles. ➡ Daniel was a Bottomline Thinker. ➡ Sophie was an Analyzer. Instead of trying to get them to “agree,” Chris adapted his own language: 𝗧𝗼 𝗗𝗮𝗻𝗶𝗲𝗹: ✅ “Let’s lock this in by Friday. What will stop us?” To Sophie: ✅ “Can you walk us through the risk analysis one more time?” 💥 Conflict dropped. Respect rose. Results followed. 📩 This week’s D.N.A. of Influence™ newsletter shares: ✔ Why logic often leads to miscommunication ✔ The 4 most common behavior clashes ✔ How decoding people helps you lead without pushing 🔗 𝐑𝐞𝐚𝐝 𝐢𝐭 𝐡𝐞𝐫𝐞 → #Leadership #DNAofInfluence #peakimpactmentorship #success