Team conflict is almost inevitable as people are always eager to pitch their idea and have their idea be the one implemented. In the case conflict does happen, the proper solution is to speak to both parties and then have a mediated conversation. I also think there should be an added layer of confirmation on how future conflicts can be resolved. This can be done by identifying what aspects went incorrectly and what can be improved on, whether that means communication or picking up extra work. Since conflicts like this have a negative effect and can put the team behind, the best solution is to redistribute the workload between both parties to ensure the assignments and project deadlines are being adhered to. This can be done through moderation and status updates. Additionally, the team can undergo various workshops to ensure conflicts like the one that put the project behind schedule do not arise again.
I would make sure that I can listen and provide constructive feedback to each conflicting side of the team. I would also enforce that constructive feedback if they wish to implement it. Project managers in general should not micromanage a successful team. However, when they are team conflicts, project managers need to put their foot down. Team conflicts aren't always simple matters where it can be resolved within a short time relative to the scope and duration of the project. Sometimes, the project manager has to reevaluate alternative resources and decide whether to make a clean break between conflicting parties in which one side leaves the project.
In a situation where PM evaluates that fixing the problem and maintaining current team cohesion is worth it, PM need to evaluate themselves first. Team conflict does not necessarily implied project member vs project member issues, but could also be general project mismanagement. For example, overworking, lack of pay, health status, and conflicting visions could lead to team conflict. A team member could feel they aren't getting enough credit and pay for the work compared to other coworkers. This could lead to explosive arguments and blame. Another is if a team member is unable to work due to health reasons and now team members begrudgingly have to handle the divided split with the same deliverable deadline.
Thus, I believe one probably reason for team conflicts is that many PM simply do not see themselves as the source reason. To understand team conflicts goes beyond just communication, but also introspection. PM need to see possible faults in themselves first.
As a PM, being able to handle conflict within a team is just as important as the other housekeeping skills a PM has. Conflicts start from many different sources within a team and its important as a leader to be able to navigate through these situations. Some people might not have the same kind of communication style as others, and may misinterpret the message behind someones words. As a PM in the middle of a conflict, I feel like making sure everyone feels heard in the situation is a big step in solving the issue. Allowing for a safe space for everyone to speak their mind can also provide people with the clarity to realize where they are wrong or could have changed something in their actions. Another important thing PM should do is be able to stop a conflict before it starts. If you know your team well enough, then you would be able to tell when someone is agitated or has low morale.
In the role of a project manager, I would resolve team conflicts by being transparent and paying attention to every person in the group. As everyone has their own viewpoints, it is essential to hear all sides. I would create clear expectations and encourage teamwork to find answers. My goal is to efficiently resolve conflicts by utilizing a variety of conflict resolution approaches. If a disagreement hinders the project's advancement, I would redistribute resources, reestablish confidence, and keep a close eye on things to keep the project moving forward and promote a productive workplace.
