Você está gerenciando uma equipe com níveis variados de especialização. Como você pode navegar pelos conflitos de forma eficaz?

Most of the time, leaders don’t share the WHY. Why are you asking me to run through that wall? Oh, there’s a toddler on the other side, and the room is on fire? Well why didn’t you say so in the first place? Tell. The. Why. Every. Time. Also, be sure everyone feels like they have been heard. Sometimes, leaders push through so hard they don’t listen to each perspective. Most of the time, people agree on the end goal easily enough. The trouble happens when we are trying to figure out HOW we will accomplish said goal. Work through the How, get buy in, be sure everyone understands the vision. If they understand the why, the conflicts reduce.

The first step is to foster an environment of open communication where team members feel comfortable expressing their concerns and perspectives. By promoting active listening and empathy, one can ensure that all are heard and respected, regardless of their level of experience. I would encourage members to share their unique insights and collaborate on finding solutions, which will help resolve conflicts and leverage diverse skill sets within the team. Establishing clear expectations and guidelines for collaboration can also prevent misunderstandings. In conflict situations, I would address them by facilitating a constructive dialogue between the involved parties. Additionally, would provide coaching if needed to enhance conflict resolution.

Something I have seen over and over is we promote someone who is great within the team to a position in an org structure, taking our eye of their individual personality and strengths, then when the inevitable co flicks do arise they no longer feel capable and resilient, rather they feel like a square peg being pushed through the round hole. Whilst we should consider role descriptions and position titles, I strongly believe finding people with key skills of difference and giving them a feeling of ownership for their specific area is powerful for the project but more so for the team member. In an age of staff feeling undervalued or disconnected this age old approach offers another tool in the arsenal to supporting team members

I strongly believe, 1.Fostering Open Communication helps team members feel comfortable expressing their opinions and concerns. 2.Active listening ensures everyone feels heard. 3.Highlight the unique strengths each team member brings to the table and pair less experienced team members with mentors who can guide them while promoting a culture of learning and mutual respect. 4.Clearly outline each team member’s role to prevent overlaps and misunderstandings that can lead to conflict and if conflicts occur, act as a neutral mediator to help the parties involved find common ground. 5.Offer training sessions on conflict resolution, communication skills, and collaboration techniques to help your team handle disputes more effectively.

Begin by evaluating each team member's skills and knowledge. Understanding who excels in what areas will help you identify where conflicts might stem—whether it's a difference in technical expertise or a clash of work styles.

While I think having a running log of observed skills and potential skill enhancement for every member of your team is important, for conflict resolution, I tend to place emphasis in seeing the world from both perspectives when dealing with a two-sided conflict. First, conflict isn’t bad, and when cultivated in a constructive manner, can be an essential ingredient in pushing a team towards operating in “the truth” of a situation. Second, I think it’s incredibly important to be able to hold conflicting views in one’s head simultaneously. I’ve found that these two aspects can be quite powerful in making great decisions in an uncertain environment. Trust me, the decisions don’t feel good, but I’ve found the results often exceed expectations.

Understanding your team members professionally and personally is important. As managers, sometimes we fail to see our downline as Emotional Beings. Irrespective of their level of expertise, the fact is that every employee who is willing to learn will definitely make it. As a Training and Development professional, I encounter this scenario quite often. The only way out is to " Help people learn in the way they can understand, and not how you have learned it" Conflicts are to be navigated with no bias based on the level of expertise. Respect the party's perspective, listen to both sides of the story, and communicate the decision in a way that doesn't pinch anyone's self-respect.

I think it’s helpful to not beat around the bush, or placate too much by not being upfront about each team members strengths. It’s okay to choose someone for a project and highlight your why. Build a team that celebrates each other’s strengths and achieves even more by using the right talent for the job. Eventually, everyone will have an opportunity to grow and achieve in a winning team!

As a leader it is so important to constantly be encouraging open dialogue especially when managing conflicts within a diverse team. You must foster an environment where your team feels safe and comfortable when they are sharing their opinions and concerns. You need to highlight to your team to peak clearly and always convey their ideas, so there is no risk of miscommunication. You must always be respectful of your tone and your words when speaking openly. The end goal should always be to promote communication that fosters a mutual understanding and a cohesive team dynamic.

Exatamente! O diálogo alivia as tensões e abrem espaço para as opiniões! Sabendo e conhecendo seu time, através do diálogo vc saberá tomar as decisões de forma mais assertiva!

O diálogo aberto deve começar pelo líder, simples assim. O líder deve ser um exemplo no diálogo, caso contrário não irá convencer a nenhum membro de sua equipe. Líderes autênticos são inspiradores, se dialogam, suas equipem usaram, com alegria, a maravilhosa ferramenta do diálogo.

Navigating conflicts within a team with varying levels of expertise requires a blend of empathy, clear communication, and strategic leadership. It's important that the leaders in spaces acknowledge and uplift the unique strengths and contributions of each team member and demonstrate how diverse expertise--however your organization defines it--can complement one another and lead to innovative solutions.

You can avoid unnecessary conflicts arising in the workplace through effective verbal and written communication. It also involves using a friendly approach while communicating during a conflict. When you speak clearly and convey your thoughts, it reduces instances of misinterpretation and miscommunication. Effective communication also means noticing who you are speaking to and adjusting the body language to ensure better communication. Avoid using negative or hurtful language during a conflict, as it can further escalate the problem.

Every teamwork has collaborators who perform at different levels with different skills. Respect is essential since there are no wise men who know everything about everything. Mental openness, dialogue, negotiation and acceptance with humility of scope, allows human interactions fair and respectful. The acceptance of realities and not subjectivities articulates productive relationships. Respect and discipline are the basis.

Open dialog done in a way where everyone feel safe to speak their mind and share their ideas, is a great way to build stronger teams. Conflict is necessary to generate solutions, ideas and to innovate but only if everyone feels safe to disagree and express their ideas openly. That is the type of conflict that yields to creativity and that the leader should encourage. So the leader's responsibility is to make sure to create the space for dialog that is safe and based on respect to motivate everyone to speak.

Establishing clear expectations is pivotal in creating a conflict-free work environment. Ensure each team member understands their responsibilities and how their role contributes to the bigger picture. Such clarity diminishes misunderstandings and serves as a benchmark to assess performance and contributions. When conflicts arise, refer back to these expectations to navigate the resolution process, maintaining team alignment with overarching goals. By prioritizing clarity and open communication, you cultivate a harmonious and productive work environment, fostering team success and attaining organizational objectives.

Without setting proper expectations, there is no direction. If you are clear in what you expect, the less skilled staff should know when to ask questions and the more skilled should be able to identify potential gaps based on the agreed upon expectation of the end results.

A simplicidade é essência da clareza. A dificuldade quanto a definir metas para os membros da equipe está ligada a líderes que não operam na simplicidade. O óbvio precisa ser dito, o óbvio precisa ser visto, essas premissas trazem clareza ao time.

I couldn't agree more with this point. I lesson I will never forget came from a quote by Neil Strauss. He said in his book, The Truth: An Uncomfortable Book About Relationships, that "Unspoken expectations are premeditated resentments."

Clearly define each team member's roles, responsibilities, and expectations. This minimizes misunderstandings and helps prevent conflicts related to role ambiguity.

RACI charts and clear delegation of tasks that show how they contribute to the big picture help provide a good understanding to each team member. This allows the team members to see how everyone is contributing and gives the opportunity to help each other out.

Expectations are on both sides of the employee - employer contract. There is an employee value proposition which employers must live up to but employees must deliver on the expectations placed upon them. Employers should always ensure there is clear communication of their purpose and work hard to align their workforce to it. This however, isn’t enough as people work best when they set goals to work towards. Less micro-management and more mission command help make this a more enjoyable process. The more enjoyable the process, the more effort the employee is likely to put in. Understanding ones part in the bigger picture and within the team also instils a sense of duty to not let your teammates down.

Clear expectations is an important key to minimize the conflicts and misunderstanding, and the whole team members should aware of their expectation in the short term and the long term When conflicts arise, we can refer back to these expectations to find the guidance the resolution process to keep the team aligned with their goals.

I often find that in the leadership topic of "setting expectations" what's missed is the discussion around how to set expectations. I love the framework used by Coach K at Duke whereby he has his team Captains announce and set "standards" each season. This technique can be very effective for unlocking potential as the team identifies, sets, and tracks their goals, creating meaningful agency (and an organically strong culture). Further, this can be quite powerful in terms of balancing constructive conflict with deleterious conflict. The constructive conflict tends to focus on improvement and achieving goals (good place) as opposed to deleterious conflict which tends to focus on individualized perspectives around equitability (messy place).

I'm not sure about the term "conflicts-free". At the end of the day, conflicts are usually inevitable. I like to distinguish between bad conflicts and good conflict. Good conflicts are opportunities to hear new fresh perspectives, to debate, to build relationships and trust. Good conflicts are being managed in a respectful way, where all sides of the conflict can grow and learn something new about themselves or about other stakeholders. Bad conflicts are all the rest 🙂

Cultivate a trusting environment by being transparent and consistent in your decisions. Acknowledge and appreciate each team member's contributions. When team members trust each other and their leader, they're more likely to approach conflicts constructively. You could, for example, hold regular one-on-one meetings to build rapport and address any brewing issues before they escalate.

As silly as it may sound, I enjoyed having quick 10-minute gatherings with the team so each member could give their “high-low” of the week. What was something good that happened? Something bad? This helped team members see each other as human rather than just coworkers. Thus, allowing more trust and understanding.

Anything that can be done to help teammates [constructively] see the "whole person" that comprises their teammates can expedite the trust building process. At MIT Sloan, all incoming "1st Years" go to the Warren Center and work with their "core teams" (immediate/small team) and "oceans" (bigger teams) to solve team building puzzles (outdoors). The US Army does something similar with its "Leaders Reaction Course," to cultivate an "all hands, trust based" culture. Put simpler, teams should find events outside of work, possibly outside of comfort zones, to develop lasting bonds and trust as teammates get to see each other in different environments and gain appreciation for the individual perspectives that can be brought to the table.

Eine starke Teamkultur und ein enger Zusammenhalt sind die Grundpfeiler für eine konstruktive Arbeitsumgebung. Ziel sollte es sein, eine Kultur zu etablieren, in der kritisches Feedback nicht nur akzeptiert, sondern aktiv gesucht wird. Dieser Prozess erfordert kontinuierliche Arbeit und Engagement von allen Beteiligten. Führungskräfte sollten als Vorbilder agieren und durch Transparenz und Offenheit Vertrauen aufbauen. Regelmässige Teambuilding-Aktivitäten und Workshops können dabei helfen, die Beziehungen zu stärken und eine positive Feedback-Kultur zu fördern. Langfristig führt dies zu einer dynamischen und resilienten Teamstruktur, die Herausforderungen gemeinsam meistern kann.

Being emotionally intelligent helps you understand the emotions and feelings of others and manage them. Emotionally intelligent employees are adept at understanding, identifying and meeting the requirements of others while taking responsibility for their actions. Emotional intelligence allows you to understand the viewpoints of each involved party and assess the reason behind displaying such emotions. When mastered, it can improve communication, help in empathising with others and de-escalate conflicts. This skill set helps you counsel each party with compassion without being rude and forceful.

Sometimes trust is given almost automatically by some, and for others, it takes a great deal of time to develop. The worst way to affect a high trust relationship in both scenarios is to lie or avoid the truth. Even painful truths need to be faced at times. Additionally, keeping people’s confidences will help tremendously when building trust.

Trust is vital element in the creation of psychological safety. If employees feel safe & heard they are more likely to voice their opinions without the fear of being chastised or ridiculed. Leaders can easily develop trust within their teams through authenticity. If you do what you say you are going to do and treat people how you wish to be treated, you won’t go far wrong!

Um dos maiores exemplos de CONFIANÇA na história humana, foi a do rei Davi. Ao ver o gigante Golias afrontando a todo o exército de Israel, Davi o simples pastor, partiu com algumas pedras e sua "funda". Davi derrubou um grande obstáculo, gerando enorme confiança ao exército de Israel, que marchou para vitória. Ato tão importante, que nos dias atuais quando vemos a famosa estrela de Davi, lembramos deste feito heroico, impulsionando outros a não desistir. Quem deseja confiança da equipe, comece a a inspirar, por meio de atos de confiança.

Establishing a deeper connection between people will solve any problem or issue that may arise. A deeper connection is essential for building trust and the only way

trust is an important factor, it takes time to build and to me conflicts are there for few reasons, one is it will help them overcome difficulties they have and grow stronger as they become more self aware, second stronger personalities will eventually need a person they trust to look up to and with a proven track record you can gain the trust of the ones you have or had conflict with over time sort of like how my phone company was not good, was sending me wrong bills all the time and but they kept listening to my complaints and over time they offered me solution such as good deals and discounts to help me over come some of the conflicts i was having with them so as a result i stayed with them and their loyalty program grew.

It's common in the workplace for people to be provided with training that is a tick-the-box exercise. They complete modules, and that is the extent of the training, with no follow-up or measurements. Or they aren't given the training they need to excel at their jobs or resolve conflict. We show employees and leaders we value them by empowering them, building them up, inspiring them, and helping them grow so they can eventually resolve conflict skillfully. As leaders, we set the example and must be willing to serve others, not focus on winning. When we set the example, and provide comprehensive conflict resolution training and communicate with curiosity (not win at all costs) we help equip them, by helping them grow, by investing in them.

Um bom exército nunca para treinar, mesmo que não haja guerra. O treinamento em equipe gera união e confiança entre os membros do time, independentemente da habilidade de cada membro.

Often, a conflict can worsen if you cannot find a viable solution. Excellent problem-solving helps you find creative and viable solutions. It lets you find the best compromise and prevents similar problems from occurring. Problem-solvers use their resources and research to find a solution that resolves the conflict. Employers prefer hiring managers who can brainstorm solutions and conduct conflict analysis to create a work environment where everyone respects others' opinions.

Invest in training that enhances both technical skills and interpersonal skills. This ensures that all team members have the tools they need to collaborate effectively and resolve conflicts.

Providing training, learning & development to employees is an essential way of keeping them up to speed with the latest thinking in their relevant fields. The beauty of this in leadership is that through the highlighting of research, studies and statistics, employees are able to see tangible benefits to engaging their ability. When delivered in a team or organisation it helps provide a common language & understanding for them to use in the workplace. The individual benefit is the feeling of being better prepared for the ‘people’ challenged they are likely to face and helps avoid accidental managers. The provision of training can also be a powerful way of showing employees how much an organisation is invested in their personal growth.

I agree that offering training and development opportunities is important for addressing conflicts and enhancing team morale. However, I believe that training and development will only be truly valuable if it feeds the engine—the drivers behind the competences. Understanding what motivates and drives individuals is crucial. When people go through training with the right spirit and motivation, driven by their intrinsic drivers, they are more likely to fully engage and benefit from the development process. This alignment ensures that training not only equips team members with the necessary skills but also fosters a deeper connection to their roles and the company’s goals, ultimately reducing friction and enhancing overall team synergy.

Training is a crucial factor dealing with a team where there is conflict! Training can build confidence, trust, and a more safer work environment. In the oil field the methods and technology are always changing so keeping everyone trained with the new practices and continuing education is a key role in leadership.

In my experience, effective leadership requires tailored communication to each person on your team. Diverse teams are a benefit to any team, and you need to understand the strengths/weaknesses of each person to bring out the best in them. Ask questions to understand how people like to communicate, and set standards on what you would like to see.

Very often, we have a tendency to ignore training. However, we don't realize that it plays an integral part of the overall job satisfaction of our employees. To identify and provide adequate training is a sign of a strong leadership.

Being positive can be beneficial for your personal and professional life. Usually, a positive attitude leaves a positive impact on others and, it can even help manage workplace conflicts. Employers with a positive attitude are better adept at finding solutions and managing differences. Positivity helps you eliminate negative elements, prevents confrontations and reduces the instances of conflicts.

Leaders should not have to adapt their leadership style, but rather tune their communication to their audience. Adapting leadership style is cognitive and less human. They need to possess the correct leadership profile, with the first requirement being emotional intelligence and receptiveness. This will enable them to navigate conflicts effectively.

Differences in expertise among team members can lead to conflicts. The best solution (if the team is not a "given" thing) is to avoid having many members with the same type of expertise. Teams should be constituted with individuals who have different types of expertise rather than different degrees of the same type of expertise. This will allow each team member to exercise leadership in their own areas.

In my opinion, today’s leaders must decode their teams’ diverse needs and enable each member uniquely for success. Recognizing individual strengths and requirements is key to building collective trust and enhancing overall team performance. Years ago, I attended Ken Blanchard’s “Situational Leadership” training, which offered a valuable perspective on managing diverse teams. It emphasizes adjusting leadership styles—Directing, Coaching, Supporting, and Delegating—based on each member’s capabilities in a specific situation. This approach accelerates employee development and improves overall team effectiveness.

Be flexible in your leadership approach based on the team dynamics and individual needs. Different situations and conflicts may require different strategies. If a conflict arises between a senior expert and a less experienced team member, you might need to mediate carefully to balance respect for expertise with support for the less experienced team member.

Fachspezialisten neigen manchmal dazu, in ihrer eigenen Blase zu agieren und andere Ansätze abzulehnen. Dies kann zu Konflikten führen, wenn unterschiedliche Meinungen aufeinandertreffen. Als Führungskraft ist es wichtig, diese Dynamik zu erkennen und aktiv zu steuern. Fördern Sie den Austausch zwischen den verschiedenen Fachbereichen und zeigen Sie die Vorteile unterschiedlicher Perspektiven auf. Die Integration von vielfältigem Fachwissen kann nicht nur innovative Lösungen hervorbringen, sondern auch das Verständnis und die Zusammenarbeit im Team stärken. Eine offene Haltung gegenüber neuen Ansätzen ist für die gemeinsame Weiterentwicklung unerlässlich.

This is why emotional intelligence in leaders is nothing but essential. Being able to read the room and effectively navigate between leadership styles and approaches, leaders are providing themselves with the agility they need to manage complex issues.

Open dialogue is key for leadership but we can’t forget, “Actions speak louder than words”. I’ve seen what action does to moral, trust, and emotional well being in a team when a leader jumps right in the trench’s with his team. It could be a long night, deadline is almost up, horrible weather, or on a holiday and to see a leader assist his team builds a sense of pride in the team.