How can you motivate team members to work together after conflict?

Promote a culture where team members feel free to voice concerns without fear. An atmosphere of respect is essential for genuine dialogue.

To make this exercise easier, focus on re-establishing trust by asking each team member to talk about their core values, where they come from and which ones they feel were not respected throughout the conflict. Value-based conversations create connection and help people understand each other’s point of view much more effectively

Clearly define team roles, responsibilities, and expectations to minimize future conflicts stemming from ambiguity or misunderstandings. Plan team-building activities or exercises that promote trust, cooperation, and understanding among team members. These activities can help rebuild rapport and improve relationships.

Remember, while facilitating, it's as much about the unsaid as the said. Non-verbal cues, a hesitance to speak, or even prolonged silences can provide insights into team members' deeper feelings or reservations. Encouraging an environment where even these subtle signs are recognized can lead to more genuine, holistic conversations.

In my experience, conflict is rooted in one of two things: a perceived lack of fairness or a lack of knowledge. In both cases, the outcome is emotionally charged and facilitation requires a tactful combination of empathy and logic. Regarding fairness, issues may be rooted in cultural nuances, previous work experiences, or religious beliefs. Lack of knowledge, on the other hand, may be rooted in immaturity, communication gaps, or lack of training. Communicating the ground rules early before opening any discussion is important to avoid further escalation. There could be one of three outcomes: (i) submission to one's point of view, (ii) a new alternative, or (iii) a decision to "agree to disagree". The outcome must not be forced.

Engage all involved parties in a joint effort to identify root causes and potential solutions. This approach ensures diverse perspectives are considered, fostering a more comprehensive resolution. Promote a mindset of collective ownership where everyone has a stake in the solution, ensuring it is both effective and sustainable. Encourage a “no-blame” atmosphere and focus on forward-thinking, solution-oriented discussions.

Communication is the key. One need to take initiative to close the issue and retain a healthy professional relationship. Listen to the other person, respect a different point of view, eliminate ego, identify what is beneficial for the organisation and implement the most desirable solution without being biased.

I remember getting this advice from my mentor. If we will keep our focus on problems, we may never find any solution. We should approach conflicts with solution-minded. My mentor also mentioned that solution must comprise something for all the parties concerned.

Encourage team members to express their feelings and concerns openly and respectfully. Create a safe space where they can share their perspectives without fear of judgment. Validate the emotions of team members by acknowledging their feelings and experiences. This shows empathy and helps individuals feel understood.

While it's crucial to co-create solutions, sometimes it's beneficial to bring in an external perspective or mediator. They can offer unbiased insights and might identify solutions that internal team members may overlook due to their proximity to the issue. Leaders might consider engaging with experts or seasoned professionals from outside the immediate team to provide fresh, unbiased perspectives.

Publicly acknowledge and appreciate the efforts of team members who have actively participated in resolving conflicts and implementing solutions. Perhaps offer verbal praise or write thank-you notes to individuals who have made significant contributions to team unity. It's super important to maintain open and transparent communication channels within the team by encouraging team members to share their thoughts, concerns, and progress regularly.

Once trust is damaged, it's difficult to restore. People don't forget they've been wronged easily. It's best to remind people that they're on the same team and working toward the same end. They don't have to be friends. But they need to respect each other. The most important step in restoring trust and respect is the follow-up. Check in with those involved in the conflict. Help them improve their relationship by asking what they need and getting them whatever that is.

Trust is extremely valuable, difficult to restore and can be lost in many ways. Gradually, through many small and unaddressed points of friction. Or in one big bang, as described here. The cause is often the same: fear of initial personal conflict. However, arguing professionally about the best solution or attacking someone personally are two different worlds. Not everyone can distinguish between the two. But if you as a leader succeed in creating a culture of discussion that separates these worlds, you can even establish "conflict" in a positive sense. Then, during working hours, people fight hard for the best ideas. And afterwards, they can still enjoy an after-work beer together in a relaxed atmosphere.

Sharing individual point of view is important, When any conflict arrives it is important to consult one on one basis and explain your point of view also listen to opposite person point of view with mutual respect you can always be empathetic and say there might be a conflict but we both are working on common goal, This way due to work Pressure or some other reasons Conflict might exist but that's very temporary.

At the resolution of a conflict, it can absolutely be treated as a learning moment, but much depends upon the nature of the conflict: was it a short term misunderstanding, or a clash of personalities evolving over time. The former lends itself more readily to resolution and useful insight than the latter. Conflict can have positive results, particularly if it leads to a reassessment of an entrenched position and the emergence of a new understanding that works better for the team and the organization. Retros or debriefs can be invaluable in resetting relations, and reestablishing new ways of working. People like to feel that they are being heard, and allowing an opportunity to reflect and express feelings on a topic can help the team.

To get the team back on track after a conflict, first, chat about what went down openly. Encourage everyone to share their thoughts and feelings. Then, remind them that conflicts can be valuable learning experiences. Talk about the lessons learned and how they can help the team collaborate better in the future. Emphasize that everyone's working toward the same goals and how crucial teamwork is in achieving them. Plan some fun team-building activities and training to help everyone get along smoother. This will make the team tighter-knit and more resilient in the long run!

One-on-Ones are the best, I've asked them "If you were me" what would you do and then tend to answer themselves on how to conflict could be resolved.

Conflict isn't good or bad, but how we manage it can be. Understand the purpose of the conflict and what the outcome is. A valuable tool in committing to a difficult conversation is picturing how the situation will be if it isn't effectively managed. The preemption will identify a worsening or degradation should the conversation be delayed. The corresponding endorphins will ‘push’ us into action. “How bad will this get if I don't do something?” Leaders don't get the option of being comfortable or making ‘easy’ decisions. The best we can aim for is becoming comfortable with discomfort. If it was easy, everyone could do it. The fact that it is difficult and rare gives it value.

Conflict is real, multi-layered, and complicated, and there isn't a quick fix. Patience is key, so set attainable short-term goals. It's important to remember that team members don't have to be best friends. Legendary NBA stars Kobe Bryant and Shaquille O'Neal detested each other, but that didn't stop them collaborating for three consecutive NBA titles with the Lakers. If your team members do fall out with each other, sit them down together, and establish the reality that team goals supersede personal differences. Set targets of mutual honesty, collaboration, and respect, and leave personal equations out of the discussion. You then won't need to pick a side. And just like Shaq and Kobe eventually mended fences, so can everyone else.

Remember, every conflict provides an opportunity to strengthen team dynamics. Ensure to nurture an environment where each challenge faced becomes a stepping stone towards a more harmonious workspace.

10 SOFT SKILLS YOU NEED LEADING CHANGE As facilitator of 100+ strategic innovation projects I like to share 10 important soft skills you need to be successful: 1. Communication: to inspire your team, and top managers. 2. Creativity: to think outside the box and to solve isssues. 3. Adaptability: to navigate all the uncertainties. 4. Empathy: for great stakeholder understanding. 5. Emotional intelligence: to help build team relationships. 6. Problem-solving: to drive change forward. 7. Resilience: to bounce back from failure. 8. Leadership: to inspire and motivate others to embrace new directions. 9. Collaboration: to build a diverse and inclusive environment. 10. Strategic thinking: to effectively lead your change initiative.

As a leader, post-conflict team motivation is crucial. First, act swiftly to de-escalate tension and set a tone of openness. Host a safe space for open dialogue, where team members can express their concerns. Use empathetic listening to validate each perspective. Identify root causes through iterative problem-solving. Ensure transparency by communicating resolutions clearly and holding everyone accountable. Realign roles based on team strengths, and conduct regular follow-up checks to maintain harmony. Lastly, celebrate small wins to rebuild team morale. Implementing these strategies effectively can help transform conflict into a catalyst for team growth and success.