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When resolving a dispute between others in the workplace, focus on the facts of the situation. Avoid making character assessments or personal comments. Management should always be impartial when reviewing employee conflict and avoid personal relationships that can create bias. Open a dialogue between the parties involved. Often conflicts arise from miscommunication. Be a mediator and open dialogue between the parties in conflict, helping them come to a constructive conclusion to the issue. Be firm but fair. People aren't always going to get along and some personality types clash in collaborative settings. Set down ground rules for employee comportment, but don't act rashly, especially if this is a first time conflict. If the conflict is between yourself and an employee, discuss the issues one-on-one. If there is a conflict between the team and management goals, call a team meeting. Avoid confronting and calling out individual team members about sensitive issues in group meetings. Deal with the issue as soon as it comes to your attention. Otherwise, it could escalate and negatively impact employee performance. Just make sure not to address the issue too quickly, before you've had time to consider a course of action. . Encouragement and motivation are powerful tools when used correctly. Remind individuals of what they did correctly while also criticizing how they reacted poorly. Offer criticism that solves problems. Instead of focusing in on what an individual did wrong, ask "How could this have been approached more productively?" Be specific and relevant to the point of the discussion. It's easy to get side-tracked, but be sure to keep the discussion focused on a sustainable and positive outcome to the conflict. When conflict happens and resolution occurs, praise teamwork and collaboration and recognize the people who made it happen. If the conflict is between two employees, remind both of their strengths and weaknesses and how glad you are that the situation is resolved. If the conflict is between the team and management, recognize the key compromisers and team players who achieved resolution via an email memo to the whole team.
Be impartial and listen to understand. Address issues with the appropriate parties. Don't wait to resolve the issue. Give constructive criticism Broadcast praise.