Addressing Workplace Conflict Resolution

One of the toughest tests of your leadership isn't how you handle success. It's how you navigate disagreement. I noticed this in the SEAL Teams and in my work with executives: Those who master difficult conversations outperform their peers not just in team satisfaction, but in decision quality and innovation. The problem? Most of us enter difficult conversations with our nervous system already in a threat state. Our brain literally can't access its best thinking when flooded with stress hormones. Through years of working with high-performing teams, I've developed what I call The Mindful Disagreement Framework. Here's how it works: 1. Pause Before Engaging (10 seconds) When triggered by disagreement, take a deliberate breath. This small reset activates your prefrontal cortex instead of your reactive limbic system. Your brain physically needs this transition to think clearly. 2. Set Psychological Safety (30 seconds) Start with: "I appreciate your perspective and want to understand it better. I also have some different thoughts to share." This simple opener signals respect while creating space for different viewpoints. 3. Lead with Curiosity, Not Certainty (2 minutes) Ask at least three questions before stating your position. This practice significantly increases the quality of solutions because it broadens your understanding before narrowing toward decisions. 4. Name the Shared Purpose (1 minute) "We both want [shared goal]. We're just seeing different paths to get there." This reminds everyone you're on the same team, even with different perspectives. 5. Separate Impact from Intent (30 seconds) "When X happened, I felt Y, because Z. I know that wasn't your intention." This formula transforms accusations into observations. Last month, I used this exact framework in a disagreement. The conversation that could have damaged our relationship instead strengthened it. Not because we ended up agreeing, but because we disagreed respectfully. (It may or may not have been with my kid!) The most valuable disagreements often feel uncomfortable. The goal isn't comfort. It's growth. What difficult conversation are you avoiding right now? Try this framework tomorrow and watch what happens to your leadership influence. ___ Follow me, Jon Macaskill for more leadership focused content. And feel free to repost if someone in your life needs to hear this. 📩 Subscribe to my newsletter here → https://lnkd.in/g9ZFxDJG You'll get FREE access to my 21-Day Mindfulness & Meditation Course packed with real, actionable strategies to lead with clarity, resilience, and purpose.

Conflict gets a bad rap in the workplace. Early in my career, I believed conflict had no place in a healthy workplace. As I progressed, I realized that it was quite the contrary. The lack of conflict isn't a sign of a healthy work culture, rather it is an indication that important debates, discussions and differing viewpoints are being disregarded or suppressed. This insight revealed another key aspect: high-performing teams do not shy away from conflict. They embrace it, leveraging diverse opinions to drive optimal outcomes for customers. What sets these teams apart is their ability to handle conflict constructively. So how can this be achieved? I reached out to my friend Andrea Stone, Leadership Coach and Founder of Stone Leadership, for some tips on effectively managing conflict in the workplace. Here's the valuable guidance she provided: 1. Pause: Take a moment to assess your feelings in the heat of the moment. Be curious about your emotions, resist immediate reactions, and take the time to understand the why behind your feelings. 2. Seek the Other Perspective: Engage genuinely, listen intently, show real interest, and ask pertinent questions. Remember to leave your preconceived judgments at the door. 3. Acknowledge Their Perspective: Express your understanding of their viewpoint. If their arguments have altered your perspective, don't hesitate to share this with them. 4. Express Your Viewpoint: If your opinion remains unswayed, seek permission to explain your perspective and experiences. Remember to speak from your viewpoint using "I" statements. 5. Discuss the Bigger Objective: Identify common grounds and goals. Understand that each person might have a different, bigger picture in mind. This process can be taxing, so prepare beforehand. In prolonged conflict situations, don't hesitate to suggest breaks to refresh and refuel mentally, physically, and emotionally. 6. Know Your Limits: If the issue is of significant importance to you, be aware of your boundaries. For those familiar with negotiation tactics, know your BATNA (Best Alternative to a Negotiated Agreement). 7. Finalize Agreements: Once an agreement has been reached, continue the engagement to agree on responsibilities and timeframes. This ensures clarity on the outcome and commitments made. PS: Approach such situations with curiosity and assume others are trying to do the right thing. 🔁 Useful? I would appreciate a repost. Image Credit: Hari Haralambiev ----- Follow me, tap the (🔔) Omar Halabieh for daily Leadership and Career posts.

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?

After working with 353 companies in the last ten years, we've found that it’s not too much conflict that kills teams. It’s the fear of having any at all. Disagreeing well is one of the most important—and most overlooked—skills we now teach for today’s workplace. We put so much emphasis on teams "connecting well" and feeling "safe and seen". But what about disagreeing well, challenging each other in a safe way. Time after time, we hear our clients say that their people stay silent in meetings, avoid giving feedback, or default to just saying “thank you” when what they really mean is “I disagree but don’t know how to say it.” Last week alone, we were on a discovery call with a client and I asked what the team lead wanted out of our potential workshop: “I really want them to learn how to disagree professionally.” That’s it. Not how to avoid conflict. Not how to sugarcoat it. Just how to do it well (as a mature adult), and challenge someone’s idea without actually making them feel like they’re being challenged. We invented a method three years ago called Inquisitive Empathy to help teams do just that. At the core of it is this idea: when in doubt, ask better questions. Not accusatory questions. Not questions loaded with hidden judgments. But curious, calibrated questions that start with What or How. Not Why. Questions like: “What outcome were you hoping for?” or “How do you see this working across teams?” These questions help people feel seen, not attacked. They create space for reflection instead of reaction. And they open the door for mutual understanding—even in moments of tension. When people learn how to disagree well, everything changes. Conversations go deeper. Ideas improve. Respect grows. And most importantly, people stop avoiding the hard stuff—and start leaning into it, together.

Sunlight is the best disinfectant. In the context of high-performing teams, that means transparency, honesty, and open dialogue are essential for trust, innovation, and long-term success. When challenges, concerns, or differing perspectives remain in the shadows teams risk stagnation, missed opportunities, and even significant setbacks. This can be because of fear of conflict, hesitation to speak up, or an outdated mindset that prioritizes harmony over truth (aka the traditional way of thinking). The traditional way of thinking suggested that staying quiet was a way to protect colleagues from criticism, but in reality, the greatest disservice we can do to our teammates is to withhold valuable insights that could help them succeed. The strongest teams recognize that candor is not about tearing others down, but about a shared commitment to excellence, accountability, and continuous growth. When teams embrace open communication and operate in the full light of transparency, they unlock a level of trust and collaboration that makes it possible to achieve extraordinary results.

Your brain can't process praise and criticism simultaneously. That's why traditional feedback methods are harmful. But there's ONE discovery that creates growth, not resistance: Direct. Then Connect. Neuroscience shows our brains process praise and criticism through completely different neural pathways. That's why the "feedback sandwich" fails so spectacularly. When we buffer criticism with praise... The brain cannot process these mixed signals effectively. People see through it anyway. Studies show 74% of professionals detect sandwich feedback within seconds. Having directly managed 300+ people and coached over 100 founders on leadership and culture, I’ve seen the real impact of feedback. Here’s what works... Two simple steps: 1. DIRECT: First, get permission and deliver unfiltered feedback. "May I share some observations about your presentation?" Then state exactly what needs improvement. This activates voluntary participation, and increases receptivity greatly. 2. CONNECT: Then, separately reaffirm their value "Your contributions remain vital to our success." The key? Complete separation between these steps. Direct feedback gives a clean signal about what needs to change. Connection maintains psychological safety. They know their status isn't threatened. Getting permission isn’t a minor detail - it’s crucial. It fosters respect and trust before you give tough feedback. Setting the stage for it to land well. The neuroscience behind this is clear: A Gallup study shows regular feedback mechanisms result in 14.9% increase in employee engagement and a 21% increase in profitability. Companies implementing this see remarkable results: • Cisco saw 54% faster resolution of team conflicts • Adobe reported 30% reduction in employee turnover • Pixar found 22% higher willingness to challenge assumptions • Microsoft under Nadella accelerated deployment cycles by 31% The traditional sandwich approach can feel safer, but it creates distrust. Direct Then Connect can feel scarier, but it builds psychological safety. Humans are wired to prioritize belonging above almost everything. When feedback threatens our status, our brains go into protection mode. When feedback becomes clear and non-threatening, learning accelerates. Implementing this approach requires courage. You have to trust your relationship is strong enough to handle direct feedback. But that's the paradox: By being more direct, you actually build stronger relationships. Try it with your team this week. You might feel uncomfortable at first, but watch what happens to your culture. When feedback becomes clear and non-threatening, learning accelerates. And companies that learn faster win. - If you liked this post? Follow us for more insights on conscious leadership and building companies from the inside out. Proud to coach with Inside-Out Leadership: executive coaching by trained coaches who have founded, funded, scaled, & sold their own companies.

Dan and Todd? They used to be best friends. But things got messy, and now they can't stand each other. Dan's ready to move on, but Todd? Not so much. Problem is, they work on the same team you manage, and now Dan's knocking on your door, hoping you'll step in and fix things. Sure, you could tell them, "Just avoid each other and carry on." Sounds easy, right? Why make two people who aren't friends anymore work together if they don't want to? But here's the catch: avoiding this issue might be an easy short-term fix, but it's not a long-term solution that actually works. In most workplaces, people can't just steer clear of each other, especially if they need to interact on the daily. So instead of hoping it all blows over, try these steps to get Dan and Todd back on the same page professionally—even if the friendship ship has sailed. Step 1: Acknowledge the drama, privately. Don't cross your fingers and hope they'll magically "work it out." Have a quick, private chat with each of them to figure out what's going on. Listening to them (without playing favorites) shows them you're taking this seriously. Step 2: Shift the focus to work goals. The end game? You want them thinking about work, not their personal beef. Remind them that the team has goals, and their collaboration matters for everyone's success (including their own). Step 3: Set some ground rules. Lay down clear expectations for communication, respect, and behavior. They don't have to be besties, but they do need to keep it professional and act with respect. That way, everyone's on the same page. Step 4: If it's still tense, bring in a mediator. Sometimes a neutral third party can get things out in the open, defuse the tension, and help them both refocus on moving forward. Step 5: Keep an eye on things. Conflict resolution is never a "one and done." Check in now and then to make sure they're meeting expectations and catching any new issues early. Bonus step: Document everything. Keep records of your conversations and any actions taken. If Todd's behavior begins to impact the team or work quality, documentation will support any future action you might need to take. Bottom line: Telling them to avoid each other sounds easy, but it's not sustainable. By helping them work through this professionally, you're building a culture of respect and collaboration—and a stronger team all around.

Don’t avoid the hard conversation. Use these 8 steps instead: Like many people, I used to avoid hard conversations until it was too late. When the stakes and emotions are high, and opinions differ, silence breaks trust. Tension builds. Trust erodes. Opportunities are lost. I learned this time and again. What if you could handle these moments with clarity and kindness? Use these 8 steps to navigate difficult conversations: 1. Ask to Understand: - Help me understand your perspective. - Can you walk me through your thinking? 2. State Only the Facts: - Here’s what I’ve observed [..]. - What’s your take on this situation? 3. Focus on Shared Goals - We both want [shared goal]. Let’s figure this out together. - How can we ensure the best outcome for everyone? 4. Stay Calm Under Pressure - I can see this is important to you. Let’s talk it through. - I’m committed to finding a solution with you. 5. Acknowledge Their Perspective - I hear what you’re saying. - It sounds like [paraphrase their perspective]. Is that right? 6. Address Misunderstandings - Can we clarify what you meant by [..]? - What do you think I might not be seeing? 7. Find a Path Forward - What’s the best way for us to move forward? - Here’s what I propose. What are your thoughts? 8. Recap & Align - We've agreed on [..]. Anything else to consider? - Let's check back in [specific timeframe]. Difficult conversations aren’t the problem. It’s how we show up for them that makes the difference. With the right approach, you can turn high-stakes moments into shared understanding. ➕ Follow me, Melody Olson, for Leadership, Tech & Career Insights. ♻️ Repost to help your network navigate difficult conversations with trust.

They won’t speak to each other. And the tension is bleeding into the whole team. 👥 This is the first post in a new series from Rachel Platt (PLATTinum Consulting) and me, Stephanie Eidelman We’re teaming up to tackle the tough stuff: the real conflicts, missteps, and messy team dynamics no one prepares you for. 🔴One brings the business-owner reality (Stephanie). 🟡One of us brings the People & HR expertise (Rachel). Both of us believe great leadership starts with honest conversation. ______________________ Two top performers. Two different views of what’s “right.” Zero willingness to engage. And frankly, both have a point. But the silent feud is tanking the team. No one wants to take sides. No one wants to address it. But not dealing with it is the bigger risk. We’ve both seen this situation more than we’d like. After decades of experience, Here’s how we’ve learned to handle it: As the leader, you do the thing no one wants to do. You call them in. Together. You set the ground rules. They air their grievances. You all finally name the real issues. It can be excruciating. It is vulnerable. And it’s likely the most clarifying hour of the year. Not because you solve everything. But because people start sharing their truth. Here’s how each of us would make this conversation productive: 1) Set expectations 🔴 “It's not about who’s right. It’s about moving forward.” 🟡 "We all know there’s a problem. It's our job to resolve it. Right now." 2) Establish Ground Rules   🔴 “No interruptions. We’re here to listen, not attack.” 🟡 “Repeat what you heard. Clear words avoid mixed messages.” 3) Limit assumptions 🔴 “Say what happened, not what you think they meant.” 🟡 “Conflict grows from half-truths. Say ‘I saw’ or ‘I felt.'" 4) Name what’s not being said 🔴 “Is this really about the task, or something else?” 🟡 “Unclear communication? Role confusion? Workload?” 5) Shift from venting to action 🔴 “The goal here is progress, not perfect agreement.” 🟡 Use ‘Stop, Start, Continue’ to respectfully share changes each would like to see. 6) End with shared goals 🔴 “You don’t have to be close, but you do have to work together. Let's summarize next steps.” 🟡 “Schedule time to regroup. Celebrate or recalibrate at that meeting.” Final thought from Stephanie: 🔴 Avoiding conflict doesn’t protect your team. It sends a message: This behavior is fine. Final thought from Rachel: 🟡 Conflict is data. Don’t just solve it. Study it. What does it say about your communication style, team culture, and structure? Have you faced a conflict like this? What worked? What didn’t? _____________________ ♻ Repost to share this with someone facing the tough conversations. 👉 Follow us for more two-for-one leadership advice: Stephanie Eidelman (Meisel) and Rachel Platt.

Transparency can often feel like a challenge in our current corporate landscape. Admitting when things aren’t going as planned or acknowledging uncertainty can be difficult, especially in cultures that prioritize having all the answers. However, withholding information only breeds skepticism, erodes trust, and creates a disconnect among employees. This lack of transparency can lead to disengagement and push talent away when they feel unheard or undervalued. Leaders can build trust by embracing regular, honest communication and encouraging transparency throughout the organization. Providing clear updates on strategy and performance, actively seeking feedback, and ensuring consistent performance management all help increase engagement and collaboration. By embracing vulnerability, leaders strengthen relationships and foster a sense of ownership among their teams. When transparency becomes a core part of leadership, it creates a culture where employees feel valued and motivated to contribute to the company’s success. #leadership #transparentleadership #companyculture