How managers can decide whether they should intervene in team conflicts

What it’s about

Conflict within a team is inevitable and can present both challenges and opportunities for growth and improvement. For managers, it is important to know when to intervene and when it is better to allow employees to resolve conflicts themselves. This decision requires a keen sense of various criteria, which are explained below.

Nature and severity

A key factor is the nature and severity of the conflict. Minor misunderstandings or differences of opinion about working methods or approaches can often be resolved by the employees themselves. Such conflicts can be resolved through open communication and mutual respect and even strengthen the team’s problem-solving skills. However, if the conflict escalates and involves personal attacks, threats or bullying, the manager needs to intervene. Serious conflicts poison the working atmosphere, reduce motivation and productivity and cause long-term damage to interpersonal relationships within the team.

Frequency and duration

Another important criterion is the frequency and duration of the conflict. Temporary tensions that arise after an intensive project phase or a stressful situation often resolve themselves when the pressure eases. However, if conflicts occur regularly and remain unresolved over a longer period of time, this is often a sign that fundamental problems exist that require intervention. Managers must therefore carefully observe whether patterns are emerging and, if necessary, intervene to identify and address deeper causes.

The people involved

The people involved and their relationship to each other also play a crucial role. Conflicts between new and established team members can often be mitigated through induction and team building activities. However, when conflict arises between key individuals or leaders within the team, it usually has a serious impact on the overall team dynamic. In such cases, it is essential that the leader intervenes to promote a neutral and objective solution and restore trust within the team.

Ability to self-regulate

The team’s ability to self-regulate is another important criterion. A well-functioning team with strong interpersonal skills and a culture of open communication is often able to resolve conflicts on its own. Managers are advised to encourage their teams to develop conflict resolution skills and foster a culture where problems can be addressed openly. However, if the team is clearly overwhelmed or not making progress in resolving the conflict, intervention is required to prevent the conflict from escalating further.

Impact

The impact of the conflict on the work performance and well-being of employees must also be considered. A conflict that significantly affects the productivity and efficiency of the team or jeopardises the mental well-being of employees requires proactive intervention. Managers therefore have no choice but to regularly monitor the climate in the team and the mood of employees in order to recognise early signs of dissatisfaction or stress and act accordingly.

Corporate culture

Ultimately, the corporate culture also plays a decisive role in deciding whether intervention is necessary. In a culture that emphasises personal responsibility and independent action, it is appropriate to give employees more room for conflict resolution. In a strictly hierarchical culture, on the other hand, the manager is often expected to intervene and prescribe a solution.

The importance of feedback discussions in team conflict resolution

Feedback discussions play a central role in the process of conflict resolution within a team. They are not only a tool for assessing performance, but also an essential means of promoting open communication, clarifying misunderstandings and strengthening team dynamics. In relation to the decision criteria for managerial intervention outlined in the previous text, feedback meetings are of particular importance.

Prevention

Firstly, feedback meetings serve as a preventative tool for avoiding conflict. By holding regular and structured feedback meetings with their employees, managers create a climate of open communication. This encourages team members to address problems early on and voice concerns before they escalate into major conflicts. Managers who regularly give and receive feedback are in a better position to recognise the mood and climate in the team. They can therefore recognise early on when tensions or dissatisfaction arise and take proactive measures to address them.

Clarification

Secondly, feedback meetings provide a platform for clarifying misunderstandings and promoting mutual understanding. Misunderstandings often arise in conflict situations. Through targeted feedback discussions, managers help to clarify these and redirect the focus back to common goals and values. This is particularly important when it comes to defusing personal attacks or negative dynamics within the team. By communicating openly and transparently in feedback sessions, managers can help to create an atmosphere of trust and cooperation.

Promoting self-regulation

Another important element is the promotion of self-regulation and conflict resolution skills within the team. Feedback sessions provide an opportunity to support employees in their self-reflection and problem-solving skills. Managers can encourage their team members to develop and apply their own conflict resolution strategies by providing constructive feedback and coaching. This not only strengthens the individual competence of employees, but also the collective ability of the team to manage future conflicts independently.

Intervention

In situations where a conflict has already escalated, feedback discussions serve as an important intervention measure. These discussions can be used to understand the different perspectives and points of view of the parties involved and to find a common basis for conflict resolution. Through neutral and benevolent moderation, managers help to ensure that all voices are heard and that the parties involved reach an amicable solution. This is particularly important if the conflict has a profound impact on the employee’s work performance and well-being.

Trust

Feedback meetings are also an essential tool for strengthening the relationship between managers and employees. A strong, trusting relationship forms the basis for effective conflict resolution. Employees who feel supported and respected by their manager are more willing to talk openly about their problems and conflicts. This enables the manager to intervene at an early stage and take appropriate measures to resolve the conflict.

Conclusion

Overall, the decision as to whether a conflict within a team can be resolved by the employees themselves or whether the manager needs to intervene requires a keen sense of the dynamics and characteristics of the team in question. Managers should find a balance between encouraging their employees’ independence and the need to intervene when the situation requires it. Through regular observation, open feedback and clear communication, managers can ensure that conflicts are resolved constructively and that the team emerges from them stronger.