Although I don't have direct experience working as a Project Manager, these are some things I have learned through my courses. Conflicts over opinions or work styles can definitely be tricky, but good communication and proactive problem-solving make a huge difference. As a project manager, creating an open environment where everyone feels comfortable sharing their thoughts can help catch issues early. Regular team check-ins and one-on-one chats are great for identifying and addressing potential conflicts before they get out of hand. When problems arise, staying neutral and ensuring everyone gets a chance to be heard is key to finding a solution that works for the whole team. Setting clear roles and goals from the start can avoid a lot of confusion, and focusing on mutual respect and the team’s shared objectives can help everyone stay on the same page. With the right approach, conflicts can actually strengthen teamwork and lead to better results overall.

Something that is told very frequently at medical device (or anything healthcare or biotech related) companies is to focus on the "why". Before jumping onto a project, it is important to understand what the aim of project is and exactly why we're doing it. Conflicts may arise due to different approaches and strategies, but at the end of the day it is important to realize that the end goal is to contribute effectively to a project that will improve lives impacted by the medical device.

I think the first step at mitigating conflicts is to acknowledge it. It is easy to continue on and be dismissive about others' opinions but taking the action to work out differences is a key step. From that, finding where the conflict arises from can be done by understanding what the priorities are and finding alignment on the goals. Usually taking a step back to look at the bigger picture and understanding the "why" behind the project will encourage working together. Pushing differences aside and maintaing clearer communication are important in the progression of the project.

From my experience of working in the biomedical industry, conflicts between team members can be the reason a team becomes stronger or weaker. For example, if a team overcomes an internal conflict, then it senses invincibility and can conquer any problem. There is a sense of pride and comradery. However, if a team crumbles every time there is a difference in opinion, there is a lack of pride in one's work and disdain towards coworkers. Any disagreement can be settled by clear communication and discussion. Often times, a difference in opinion occurs because there is misunderstanding or one person is using redundant information while not expanding the idea. Clear communication, rewording your stance, and further explaining how the idea is beneficial can make the stance clear to the whole team. When a person hears different words regarding the same idea, a mental picture is made, and if that mental picture is then communicated again, it can be accepted or not. Additionally, some people just like for there to be conflict, without any particular reason. It is then up to the manager or supervisor to call this behavior out as unacceptable and become more firm in ensuring that there is unity. 

@benjaminrofail Hi Ben! You make a good point about how conflicts can either strengthen or weaken a team, depending on how they are handled. I agree that overcoming disagreements through clear communication and discussion fosters camaraderie. I can personally attest to this during my time as a team leader in the military. One thing to note however is that conflicts often stem from misunderstandings and repetitive thoughts, and rewording or elaborating on an idea can certainly assist others in visualizing and grasping its significance. I also believe that certain people may instigate conflict without any productive purpose, and in such instances, effective leadership is crucial to tackle the behavior and ensure cohesion. In the end, I think that the skill to handle conflicts positively not only fosters trust but also enables teams to attain superior results collaboratively.

I think project managers can handle conflicts by various strategies.

1) Setting up a hierarchy, so that teammates don't get confused in their roles. Define roles, responsibilities, and project goals early on to reduce misunderstandings.

2 ) There should be transparent communication. If there is any matter to be discussed, everyone involved in it should be included in the meeting. Act as a neutral facilitator, allowing each side to express their concerns before working toward a resolution. Good communication starts with good listening skills. By taking time to hear what employees have to say, leaders can better understand what the problem truly is and how it can be fixed.

3) Appreciation of work. Every employee should be equally applauded for the effort and hard work they do. Aside from good communication, managers should be curious so that they can empathize and understand a team member’s point of view.

4) Encourage flexibility in task management, allowing team members to contribute in ways that suit their strengths.

5) Work balance between team members. Two teams may have different approaches to a problem, so the manager can divide the work among both teams. They tackle their methodology and see results. Give fair chances to everybody and then let the teams decide for themselves.

6) Organize team-building activities to strengthen relationships and improve communication.

7) Focus on the problem, not the individuals. Acknowledge that there is a problem and be patient in taking time to understand every dimension of what is occuring.

8) Approach emails with caution. Because electronic communications lack the context of tone and body language, they can be dangerous if they are the primary way in which problems are addressed. It’s best to meet in person when there is a disagreement.

9) Provide a cooling off period when things get hot. When conflicts do arise, think twice before addressing them in the heat of the moment. Allow for a period of reflection, providing team members with written questions they can reflect on. In a later meeting, colleagues can be given an opportunity to ask questions and respond.

10) Workplace conflicts often arise because different team members have different ideas about how to achieve a common goal. Address this problem by framing the conflict with an organization’s broader mission and values. Those values should guide interactions and help make a path forward clearer.

All of these responses provide valuable insights into conflict resolution strategies. I'd like to expand on the importance of emotional intelligence (EQ) in resolving conflicts. A project manager who can recognize and manage their own emotions and understand the emotions of others is better equipped to de-escalate tense situations and build trust within the team. During heated disagreements, using active listening and empathy can help defuse tension by making team leaders feel heard and respected. EQ also allows project managers to identify underlying issues, such as stress or external pressures, that may be fueling the fire. Addressing these outside root causes can prevent further misunderstandings and disagreements. Project managers can proactively mitigate conflicts by adapting their conflict resolution approach by different personality types. While some team members may response well to direct conversations, others may require a more collaborative, slower-paced discussion to reach a resolution. This adaptability helps maintain both morale and productivity, ensuring that diverse work styles are respected while keeping the project on track.

Each stage of medical device development invariably results in a conflict amongst team members due to the vast areas of expertise required. Engineers, regulatory affairs, quality engineers, marketing staff, and clinical researchers all have completely different needs and priorities during the project. Differences in opinion can aid a project to a certain level, but the absence of resolve can harm progress, elevate risks, and contribute to an unhealthy workplace atmosphere.

Many clashes originate from the conflict between engineers and the regulatory team. Prototyping and making iterative design changes is the engineers’ forte which in turn can enable performance enhancement. On the other hand, legal professionals focus on compliance and documentation which can hinder pace of progress. If a mutual understanding isn’t reached within these teams, it can cause extensive delays and even non-compliance.

Collaborative problem-solving is an efficient solution to conflicts. The focus should not be on who is wrong but rather on achieving a middle ground by converging the team’s objectives with the overall project goals. Achieving this requires advanced communication where team members adequately explain the potential errors that can occur if certain actions are undertaken. Regularly scheduled cross-functional meetings can greatly contribute to achieving this end result.

One more option is to employ neutral third parties like the project manager to lead the debates and try to make sure that everyone contributes. Team members tend to be solution-oriented when they sense that their issues are taken seriously.

Are structured conflict resolution processes like mediation, or de-escalation training, needed in all conflicts or can most be resolved informally by teams?

Proper documentation, book-keeping, and following Good Laboratory Practice guidelines can deter conflicts from arising by keeping track of a project in every step of the process. If an error is found, the problem can be tracked down and investigated if the step it occurred in is known. For example, in cell culturing the temperature of the lab may play a role in cell viability, and the problem can be tracked back to it it if every team member documents it and signs off on it every time their shift ends. This is done not to hold anybody accountable, but to prevent the same issue from occurring again. If the team understands this, then it becomes marginally easier to manage the project as a whole.

In order to handle conflicts effectively, we should have open communication from the beginning of the project. Managers need to share what is expected of their employees before the start of the project. 

One way to handle conflicts is to openly communicate how each member feels about the situation, and what they each think needs to be done to end the conflict. From there, a compromise can be made to agree on a solution that works for everyone. If a compromise cannot be made, then members should re-evaluate the project's goals, and how to accomplish them.

Another way to deal with conflicts is to listen to the other person. In order to avoid escalation, listening to the person can make them feel valued as a team member. 

For a project manager, handling team conflicts will involve a good amount of proactive action. As mentioned, many conflicts can arise from miscommunication, disagreement in methods, and from a difficulty addressing situations before they escalate. One way to address this is by clarifying details about the project beforehand. Project managers have a responsibility to aid in the determination of organizational strategies, goals, and objectives. They also aid in determination of success measurements & criteria. Outlining these details to a team can help prevent miscommunication on the end result needed. Ensuring the presence of guidelines and criteria for procedures, standardized process definitions, and templates for use also aids in preventing large differences in work styles that can lead to a clash between individuals. Templates especially can aid in preventing miscommunication of information by giving a base method all team-members use. Having these materials ready for a team before the start of a project, or at its beginning, helps prevent a multitude of issues. 

Of course, it is also important to know that projects can change over-time. With this in mind, it can be necessary to change procedures with developments in the project. Large changes should be checked over with the team, and check-ins to hear feedback can help maintain the working environment. Check-ins can also aid in identifying the issues of personality clashes or competing interests. For such situations, it is good to remember that assignment management is also part of the project manager’s duty. Outlining assignments more specifically to the interests of the individuals, or mitigating issues between two individuals, can help these team members find fulfillment in their work.