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Managing Conflict

  1. Prepare yourself for the conversation. In order to achieve a positive outcome from a difficult conversation, you will want to make sure you are in the right mindset. This means remaining calm, and not initiating the conversation when both parties are in a high state of stress. You will also want to examine what you hope to achieve by addressing the conflict, and reflect on any biases or assumptions you may be bringing to the discussion.

  2. Practice active listening. Allow the other party to speak first and carefully listen to what they are telling you. Do not interrupt or use this time to formulate responses or counterarguments. It is okay to ask open, clarifying questions.

  3. Find commonalities. Acknowledge the other person’s opinion and let them know that their reaction is normal and valid.

  4. Explain your point of view tactfully. When addressing the conflict, it is important to advocate for yourself or the other involved parties in a way that does not assign blame. Using “I” statements as opposed to “you” statements will help in ensuring the other participant does not become defensive. Try to focus on the problem and not the person.

  5. Brainstorm toward solutions. Once all parties have been heard and follow up questions addressed, it is time to problem solve collectively. This may result in some sort of compromise or creative resolution.

  6. Celebrate successful negotiations. Addressing areas of conflict is stressful for everyone involved. It is import to thank the involved parties for their part in acknowledging the conflict and working toward a solution. 

Even the most successful teams will occasionally experience conflict. As the manager, you will likely play a large role in addressing and resolving conflict between team members. Listed below is a guideline for how to have difficult conversations with your staff members and to help them move past areas of conflict.

The information used in this page has been adapted from an online resource by Lee Jay Berman on Mediate.com. 

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The full source can be found here

Resource

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