When conflicts arise in a team environment, it is important to address them promptly and professionally. There are many steps that can be taken to effectively resolve conflicts, including removing emotions, examining the situation from different perspectives, determining who is involved, introducing the issue professionally to those involved, listening to understand different points of view, identifying the actual problem, developing a compromise resolution through discussion, and potentially involving supervision if a resolution cannot be reached independently. Following these steps fosters a healthy work environment where issues can be addressed constructively.

1. When working in a team environment conflicts will arise. It’s important that all conflicts are
handled in a professional manner and that they are resolved immediately. There are many steps
that can be taken to effectively resolve conflicts and foster a healthy working environment.
Conflict Resolution Policy
1. Remove your emotions. It’s very hard to see a problem clearly when you are emotional
because you can over react. Loose any anger or other emotions you have tied to the
situation so that you can think clearly and fully see what the problem is.
2. Examine the situation to see if there is a conflict. Look at it from different points of
view. Try to be unbiased as you think about the situation. Before you bring up a potential
conflict, you want to be sure that you have examined the situation to see that there truly is
a problem.
3. Determine whom the conflict involves. Don’t include personnel that are not directly a
part of the conflict.
4. Introduce the issue to the involved personnel. Its best to do this informally and in a
professional manner. Pull them aside from other workers. The other personnel involved
in the conflict might not be aware that there is problem. Therefore you simply want to
inform them of the issue and set up a time to talk about it amongst yourselves.
5. Be positive, polite and professional when bringing up the issue. Show that you have a
desire to have a positive working relationship with the person and that you want to
resolve the issue. This shows that you value your working relationship with the other
person and that you are open to having a non-confrontational conversation.
6. Give the other personnel involved time to think about the issue. The issue may not be
able to be addressed immediately. Either way, it’s only fair to give the personnel involved
time to think about the issue. They may need to clear their mind and remove any
emotions in order to remain professional.
7. Agree upon a time and location to discuss the issue with the involved personnel.
8. Remain professional and non-threatening when discussing the issue. Don’t assign
blame or attack someone personally. Address the facts and remove any emotions from it.
9. Actively listen to the other person’s point of view. Don’t interrupt them, and once they
are done speaking restate what they said in your own words. This shows that you care
and that you understand what they are saying. This will also clear up any
miscommunication or misunderstandings.

2. 10. Be prepared to take responsibility for any wrong doing you might have done in the
situation. Don’t take anything personal. If you made a mistake, then own up to it and
look at ways to improve so that it doesn’t happen again.
11. Identify the problem. The issue might be different from what you initially thought it
was. Be sure that you and the other personnel agree on what the issues are.
12. Determine what can be resolved. Some issues might not be able to be resolved and
tolerance, patience and understanding might have to be used instead. If this is the case be
sure that all personnel agree and commit to a policy of patience and understanding.
13. Develop a resolution. Compromise is best and both sides must do it for it to work. You
might need to meet again in order to do this. Take your time and consider the other
persons side of the issue when developing potential resolutions.
14. Determine if outside help is needed to implement a resolution. The plan might need
approval or input from a supervisor or boss. If this is the case, then you want to set up a
meeting with your supervisor in order to present the situation, the recommended
resolution and what you need from them in order to implement the resolution plan.
15. Inform your supervisor of the issue. If a resolution cannot be made then inform the
personnel that you will take the conflict to your supervisor/next in charge so that they can
assist. This is not a threat or a consequence. Some matters might not be able to be
handled on a lowest level.
16. Present the conflict to the next in charge in a professional manner. Don’t assign
blame or formulate any conclusions. Simply state the facts of the issue. Also inform them
of what was done in order to try to resolve the conflict.