When Swords are drawn: the Team Leader's role in resolving Team conflict

Conflict is a state of affairs that team leaders seek to avoid. It unnecessarily distracts the team from mission goals, and is counter-productive to team synergy. The nightmare scenario of having to manage the antagonists, rally the rest of the disillusioned team and still get things done is certainly more than you expected when you accepted the job. Yet, that is precisely the perspective of conflict that prevents the team from emerging stronger in identity and focus.

4 foundational steps need to be taken for that mindset change to occur and to persist:
1. It starts with the Team leader
Do you believe that conflict is a natural state of affairs when people come together in a group? Or do you think that conflict has no place in team life? Depending on your answer, your conflict management strategies would differ in substance and effectiveness. Team leaders have to start by answering questions like those above to come to grips with their own attitudes towards conflict. Is there a gap between your current perspective on conflict and that which is more accomodating to conflict resolution? Once done, set the tone for the team.

2. Team members need to recognise that conflict is natural

Participants on our programmes often learn that the only time when they are not having conflict or disagreement with someone else is when they are dead. They know that we are not encouraging them to pick fights etc, but realise that diversity in a team situation brings different opinions and perspectives into the team situation. Team leaders should establish team norms that respect individual opinion, difference and that it's important for team members to 'agree to disagree'.

3. Involve the team in resolving the conflict
Team leaders have to listen well and isolate the major points of disagreement, during conflict. Being mindful that you could be seen to be siding with one party over the other, facilitate the team's views to see which differing point of view can aid the team mission. The team decision must be selected and made on the point that the performance of the team is enhanced through verifiable data (and not just hearsay or conjecture).

4. It ends with the Team Leader
The Team Leader needs also to be aware of underlying issues and differences between team members. He should be mindful that sometimes the team platform is 'hijacked' by these issues, and defuse these issues become potentially destructive to the team. Such a state of mindfulness can only come through rapport with team members, which in turn is based on Team members' implicit trust in their leader's character and competence.

Team leaders will need to call 'the plays' on conflict as they remain accountable for team results.

Noel Tan
Resident Philosopher
(* All text is copyright of Trailblazer Trainers Pte Ltd)