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.
One of the commonly mentioned strategies in this thread is to meet with all involved parties and work together to find a solution that will appease everyone. While I believe that's a great idea, my own experiences have taught me that more often than not, there is not actually a solution that is favorable to everyone. To best mitigate this, I think it's important to have very clear guidelines and roles before beginning a project. This will ensure there are no miscommunications or misunderstandings, which are often the root of conflict in the workplace. In the instance that conflict still arises, a project manager will have to use their best judgement and make an unbiased decision about what is best for the project, regardless of what each individual party hopes the resolution will be. Beyond this, I think it's important for project managers to set boundaries in the workplace. Inevitably, you will almost always be working with someone who has very different views than you. Personality differences should really not be affecting people's work. As long as people are following guidelines and treating each other with respect, there should be minimal conflicts in any project. A project manager can set the tone for this kind of workplace by being empathetic and fostering respectful discussion of differing opinions, while still being confident in and sticking to the predefined guidelines.
