Personality conflicts are some of the most common types of team conflicts. This type of conflict is caused by personality differences among team members. You won`t always get away with everyone you meet, whether it`s your colleagues, superiors or peers. It can be a challenge to work with someone whose personality does not agree with his own. But it is important to try to understand their differences and learn to work together peacefully and productively. When a conflict arises, it is important to remain calm and professional. Take several deep breaths and clarify your mind before trying to tackle the conflict. Come up with a plan to resolve the conflict before tensions rise and things get worse. Part of conflict resolution involves recognizing that there is a problem. Once the conflict is identified, all parties involved will have to agree on a solution. Try to see the conflict from the perspective of your other team members and focus on the things you can agree on.
This will help you better understand how they feel and how they think and will help them find a solution. In addition, conflict can produce the worst in us, so one of the most important things you need to preserve and/or restore when it is time to manage team conflicts is civility and fundamental respect. Make sure you don`t entertain with destructive behaviors such as fingers, insults, ultimatum and backbiting. Before you can better manage team conflicts, you need to be beyond the types of conflicts that can arise, and you should be able to give examples of how effective teams can handle conflicts. If the team is still unable to reach an agreement, you might need to use a technique like Win-Win Negotiation, Modified Borda Count or Multi-Voting to find a solution that are all happy to move the team forward. Even if you are inclined to agree with any part of the conflict, do not make a final judgment until everyone has spoken. If you finish a discussion without anyone hearing, the problem can get worse. Explain the pros and cons of both ideas so that both people can take into account the opposite view. When you meet, each person should have time to say what they think the other party should hear. Don`t let anyone monopolize the conversation or control the subject.
Everyone should talk about disagreements and how he or she thinks about the situation. As a staff manager in your company, you should be able to help and assist your colleagues and lead team building and conflict management activities. The simple act of writing and/or drawing the complex facets of an argument, presenting it visually on paper and studying all the available information, as a group, can make the team much clearer. Avoid outbursts of anger by confronting the frontal conflict and encouraging team members to inform each other as soon as possible if they do not agree with the actions of another team member. Although not always pleasant, these small disagreements in freedom can help avoid larger disputes. Whether this celebration is something small like a congratulatory email or an afternoon as a reward, recognition of success promotes team loyalty. The key is to reward your team over and over again for taking an intelligent approach to their conflict, so that it becomes second nature to it every time it happens. As soon as each team member has been allowed to explain their position on the conflict, you list the facts and assumptions that have been made. Just write down the complex facets of an argument that can make things much clearer for the team.
If part of the conflict is not in the reasoning, it may be obvious during this stage. However, reviewing information as a group prevents irrational arguments or possible preference for team members. When a group of people is brought together every day, a conflict is inevitable