Conflict management in the era of the ‘New Normal’
The term ‘the New Normal’ was introduced to describe the various assumptions, experiences and expectations regarding the implications of the Covid-19 virus on, among other things, working life. It cannot be denied that this outbreak has brought a wave of potential but also disruptions, influencing the way managers and team members interact with each other and deal with conflict. Although conflict itself is a neutral phenomenon and can even have positive effects, its experience, management and prevention during remote working is an entirely different challenge.
Morrison-Smith and Ruiz (2020) provide a comprehensive overview of the types of challenges and barriers virtual teams must overcome in order to collaborate efficiently. Their work inspired this article and, in our view, highlights the factors HR professionals should consider when developing a strategy for conflict management.
Some sectors have more experience responding adequately to the difficulties team members encounter when collaborating remotely. For many other companies, the sudden threat marked the beginning of a complete shift in working methods for which they were not always prepared. With tremendous effort they suddenly had to adapt and provide digital solutions for their employees. For these companies, we would like to share several ‘best practices’ regarding conflict prevention and conflict management. These can be used to structure relationships between employees and their managers. This list is certainly not exhaustive but rather a starting point for reflection on how to handle these situations even better in the future.
1. Expectations must be clearly communicated from the very beginning
Resentment can arise when some team members feel that others are not fulfilling their obligations. Daily interaction in the office offers more opportunities to understand and appreciate the workflow of others. Remote working also increases the mental distance between colleagues, making it more likely that certain sentiments remain unresolved or that people misunderstand each other. A clear initial setup in which responsibilities and expectations toward each individual are communicated is therefore essential. This gives team members the opportunity to express certain concerns.
That said, not everyone feels comfortable openly voicing their reservations. A manager should remain attentive and actively maintain individual contact with employees. If signs appear that expectations are unrealistic, redefining and communicating them again to the team is the next step. Naturally, follow-up by the appropriate parties must take place throughout the entire process. Finally, it is useful to provide opportunities for both formal and informal communication and to clearly indicate when each type should be used.
2. Effective communication equals preparation and real interaction
When working remotely, it is vital that team members stay informed about all relevant activities and both current and upcoming projects. Before opening the team chat or sending a quick email, one should reflect on the goal and the intended recipient of the message. Vague communication—or no communication at all—leads to assumptions and possibly even uncertainty. This can result in feelings of exclusion and resentment.
It is therefore important to continuously check whether everyone is on the same page. Impulsive messages can cause damage because virtual interaction does not always allow for sufficient nuance. Think before you communicate is therefore the key advice.
3. Establish formal and informal communication channels to emphasise connection
The level of trust within virtual teams influences their ability to resolve disputes. If management provides and promotes ready-to-use tools to communicate on a more personal level, these can help maintain a sense of connection. Virtual coffee breaks via Microsoft Teams or instant messaging through Slack, for example, have become almost indispensable.
Such contact moments can create opportunities to discuss collaboration itself. It is also important to provide a clear overview of the channels that can be used for formal communication, team meetings and informal interactions between individuals.
4. Provide clear guidelines on how conflicts can be addressed
While the previous points mainly focus on prevention and ways to make issues discussable, interpersonal conflict remains inevitable. At the end of the day, personalities and viewpoints may clash. Individuals should be given the opportunity to resolve disputes on their own initiative. If this does not produce the desired outcome, a clear structure from the organisation offers an effective way forward.
This structure should focus on restoring the professional relationship and making expectations and personal feelings open for discussion. Continued collaboration should then be formalised through clear agreements that facilitate the work going forward.
