Developing a Conflict Management Plan

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.

I would like to describe a simple method I’ve used to resolve the extreme polarization that can occur in high-intensity conflicts, where people have deeply stereotyped misperceptions of the other that remain frozen in time—and thus inaccessible. This simple method can also raise the empathy of both parties…to spend some time in the shoes of the other… as long as each party has some measure of emotional intelligence and mental health outside that polarized situation. I ask each party to make three lists: (1) This is how I perceive the other party (their needs, motives, biases, goals, concerns, prejudices, blindsides, etc.,, or whatever seems to be relevant to the conflict situation). (2) This is how I perceive myself (my needs, motives, biases, etc.). (3) This is how I think the other party sees me (my best guess of their view of my needs, motives, and so forth). Ideally, these three lists are written on easel pad paper, so they can later be posted on the wall of the room, very visible and readable for all to see. Naturally, it’s important to remind each party to be especially candid and to be as specific as possible in compiling their three lists, not evasive or general. They should also write very legibly. When the three lists are complete, they’re posted on one wall in the room. Each party then takes turns presenting its list to the other. Then there is a brief period of “clarifying questions” (no debate) to make sure that what is written on the lists is understood by all. This part needs to be facilitated, so the “clarifying” questions are asked to understand what is written on paper (regardless if one agrees or disagrees with what had been put into words), but certainly not to attack its meaning or validity. The “fun” begins (yes, laughter finally seeps into the conflict situation) and the “learning” begins (a few “aha” moments are usually experienced) when each party is then asked to compare (1) how each sees itself versus how the other sees it and (2) how each party sees the other versus how the other party sees itself.

At the conclusion of our last team retreat, each person shared what they learned about Bright Morning. One of my teammates shared, “I learned we can rumble without destruction.” In order for teams to be effective, they need to have conflict. Not destructive conflict. Not where people shout or are passive-aggressive or where pent-up frustrations culminate in ruptures. Teams need healthy conflict—the kind that allows for disagreements, different viewpoints, and a path forward that deepens relationships on a team.  I’m thankful to have built a team that engages in this type of conflict regularly. We are much stronger because of it. If you want to foster healthy conflict on your team, you need to plan for it. Here are four steps you can incorporate into a plan to cultivate healthy conflict with a team: 1️⃣ Start with your experience of conflict. How would you define it? What were your earliest memories of conflict? What examples did you have of healthy conflict growing up? 2️⃣ Engage in storytelling. Share about your experiences of conflict to develop greater empathy for your teammates 3️⃣ Create a shared vision for what conflict might look and sound like for your team. In "The Art of Coaching Teams", I write about the indicators of healthy conflict. Those can be a helpful starting point, but you’ll want to engage your team to generate indicators that are true for your group. 4️⃣ Practice having conflict. Choose some low-stakes scenarios to practice to test your shared vision. If you want to start with super low stakes, assign each team member an ice cream flavor and have them engage in a discussion as to why their ice cream flavor is the best. Reflect on how the conflict felt for teammates. Gradually increase the stakes. This series of steps is not a panacea. Unhealthy or toxic cultures breed the more destructive kinds of conflict. But if your team has created the structures to be a functioning team, and if your team is committed to creating a just, resilient community focused on systems transformation, then healthy conflict might be exactly what you need. Which steps have you tried? Which one are you interested in trying next?

“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.

Effective conflict improves results Best performing teams don't avoid disagreements—they transform them. While coaching a technology company's leadership team, I intervened and coached them to handle a challenging product launch delay that threatened an important client relationship. Rather than pointing fingers, they are to apply these three specific behaviors that high-performing teams consistently embody: 1. Embrace differences When the sales team and development team had opposing views on timeline feasibility, they deliberately explored both perspectives. This uncovered a creative phased delivery approach that actually better met the client's core needs. 2. Pause before reacting During tense moments, team members took brief pauses before responding to challenging information. This simple practice reduced emotional reactions and kept discussions productive, ultimately cutting their decision-making time by 20%. 3. Ask "How can we solve this together?" This reframing question shifted everyone from defensive positions to collaborative problem-solving. The result was a revised project plan that not only satisfied the client but created an opportunity to expand the initial scope. The outcome? They retained the client relationship, completed the project on the revised timeline, and increased the contract value by 15% through additional services identified during their collaborative problem-solving. More importantly, they established a sustainable approach to conflict that continues to benefit their sales process and project execution. These three practices require no special resources—just consistent application when it matters most. Which of these practices does your team already do well, and which needs more attention? P/S: Subscribe to my LIFT 🚠 newsletter for weekly insights on trust-building, team dynamics, and professional growth strategies. Sign up now, link in the comment! Elevate yourself in 2025! #performance #sales #projectmanagement #technology #cassandracoach

Scrum Master: How would you manage team conflict? Conflict is inevitable. Staying stuck is optional. Ever found yourself in the middle of a heated conversation during a Sprint Retrospective or a planning session? You’re not alone. Conflict is a sign that people care but without the right approach, it can derail progress fast. Here’s a 5-Step Conflict Resolution Framework from Harry Karydes I’ve used (and coached teams on) to turn tension into TRUST 1. Identify the Root Cause ↳ Get beyond surface-level complaints. ↳ Ask open-ended questions: “What’s really bothering you?” ↳ Separate symptoms from the real issue. 2. Acknowledge & Validate Perspectives ↳ Let each person speak without interruptions. ↳ Reflect back what you heard: “What I hear you saying is…” ↳ Validate emotions, even if you don’t agree. 3. Focus on Solutions, Not Blame ↳ Shift from “Who’s at fault?” to “What’s the best way forward?” ↳ Brainstorm options together. ↳ Align solutions with team goals. 4. Create a Clear Action Plan ↳ Define who does what by when. ↳ Set measurable steps and accountability. ↳ Write it down; verbal agreements fade. 5. Reinforce the Resolution ↳ Follow up: “Is the solution working?” ↳ Address lingering issues early. ↳ Celebrate progress to rebuild trust. Pro Tip: The BEST Scrum Masters and Agile Coaches don’t avoid conflict. They facilitate healthy resolution that strengthens the team. What’s your go-to approach when conflict surfaces in your team? Drop your thoughts or tips in the comments!

Applying Cummings & Worley Group Diagnostic Model #OrganizationalDevelopment #TeamDynamics #PharmaIndustry #Leadership #ChangeManagement Scenario Background: A mid-sized pharmaceutical company has been experiencing declining productivity and increasing conflict within its research and development (R&D) teams. The leadership suspects that ineffective team dynamics and poor alignment of goals might be contributing factors. To address these issues, How L & D professional can utilize the Group Level Diagnostic Model, which focuses on diagnosing and improving group effectiveness within an organization. Step 1: Entry and Contracting: Objective: Establish a clear understanding of the project scope, objectives, and mutual expectations with the R&D teams. Actions: Conduct initial meetings with team leaders to discuss the perceived issues and desired outcomes. Step 2: Data Collection Objective: Gather information to understand current team dynamics, processes, and challenges. Actions: Distribute surveys and conduct interviews to collect data on team communication, collaboration, role clarity, and decision-making processes. Observe team meetings and workflows to identify misalignments and potential areas of conflict. Use assessment tools to measure team cohesion, trust levels, and satisfaction among team members. Step 3: Data Analysis Objective: Analyze the collected data to identify patterns, root causes of dysfunction, and areas for intervention. Actions: Compile and analyze survey results and interview transcripts to identify common themes and discrepancies. Map out communication flows and decision-making processes that highlight bottlenecks or conflict points. Assess the alignment between team goals and organizational objectives. Step 4: Feedback and Planning Objective: Share findings with the teams and plan interventions to address the identified issues. Actions: Conduct feedback sessions with each team to discuss the findings and implications. Facilitate workshops where teams can engage in problem-solving and planning to improve their processes and interactions. Develop action plans that include specific, measurable, achievable, relevant, and time-bound (SMART) objectives to enhance team performance. Step 5: Intervention Objective: Implement interventions aimed at improving team dynamics and effectiveness. Actions: Initiate team-building activities that focus on trust-building and role clarification. Provide training sessions on conflict resolution, effective communication, and collaborative problem-solving. Realign team goals with organizational objectives through strategic planning sessions. Step 6: Evaluation and Sustaining Change Objective: Assess the effectiveness of interventions and ensure sustainable improvements. Actions:Conduct follow-up assessments to measure changes in team performance and dynamics. Hold regular meetings to discuss progress and any ongoing issues. Adjust interventions as necessary based on feedback and new data.