TEAM DEVELOPMENT

Conflict resolution in teams

When tension gets in the way of working together, I help people understand each other and agree on a way forward.

Conflict at work can show up as recurring arguments, avoidance or agreements that do not hold. As a leader, you do not have to navigate every difficult conversation alone. As an impartial mediator, I provide structure so that each person can share their perspective and hear the other person’s needs and expectations.

Confidentiality and trust

Mediation is built on trust and confidentiality. I do not share with one party what the other has entrusted to me, nor do I share information from mediation outside the process.

If a topic or agreement needs to be shared more widely within the organisation, we agree together on what will be shared and with whom. The parties themselves initiate this communication. If needed, I support them by facilitating a meeting with the wider group.

My principle is clear: I do not discuss these matters without the people involved knowing, or behind anyone’s back.

When can mediation help?

• The same tensions or arguments keep returning, and previous conversations have not helped.
• Working relationships between colleagues, a leader and an employee, or different teams have become strained.
• Important topics are avoided, trust has declined or communication has become confrontational.
• Disagreements about roles, responsibilities or ways of working are affecting everyday work.

How does the process usually work?

1. Separate initial meetings

I usually begin by meeting each party separately. I listen to how they see the situation, what matters to them, and what they need and expect. We also explore what would help make the joint conversation constructive and useful.

2. A joint meeting and agreements

In the joint meeting, I help people talk about difficult issues, listen to each other and understand what is keeping the conflict going. We focus on what they need in order to work together. We develop concrete agreements: what will change, who is responsible for what, and how progress will be recognised.

3. A follow-up meeting

We usually have at least one follow-up meeting. Together, we review whether the agreements have helped, what has changed and whether anything still needs to be discussed or clarified. The number and timing of meetings depend on the situation.

Understanding what fuels the conflict

Behind a visible disagreement there may be different needs, expectations or past experiences. The way work is organised can also create tension: unclear roles, conflicting goals, uneven workloads or uncertainty about who makes decisions and how.

I help people explore both the interpersonal tensions and the influence of the wider team and organisation. This allows us to consider whether, alongside agreements between people, a way of working needs to change or responsibilities need to be clarified.

What are we working towards?

The aim is greater mutual understanding and agreements that can be put into practice at work. This may mean better communication, clearer roles or a different way of handling disagreements. People do not have to agree on everything to find a workable way forward.

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