Dealing with Conflict

What happens when two people on a team see the world so differently that cooperation stops -- and no one quite knows how to get ahead?

Conflicts are a natural part of working life, and they can both hamper and promote development. The American psychologist Thomas Kilmann, together with Kenneth Thomas, developed a model that makes it easier to understand how we face conflicts. The model shows five different ways of dealing with disagreement: competition, cooperation, compromise, evasion, and adaptation.

Why is this important?

In any organization, there are situations where interests collide — about resources, decisions or values. How managers and employees deal with such situations affects both the working environment, efficiency and the ability to innovate. If conflicts are pushed under the rug, they can develop into long-lasting contradictions that drain energy. But handled wisely, they can open up new thinking, better solutions and stronger relationships.

What can managers do?

Map the conflict style in the team. Use the Kilmann model to create a common understanding of how different people react.

Normalize conflicts. Make it clear that disagreement is not dangerous, but a resource if handled openly.

Build psychological security. Create a culture where people dare to speak up without fear of negative consequences.

Choose a strategy based on the situation. Sometimes compromise is best, other times cooperation -- and in some cases it may be right to adapt or to take a break.

Train skills. Give leadership teams and teams concrete tools to listen actively, ask open-ended questions, and negotiate constructively.