Consider
The more directly addressed, the more likely conflicts will be successfully resolved. A leader must de-escalate incidents and create space to find effective solutions.
When you’re supporting others through a conflict, think about these questions for a moment. Some of these questions may be useful as coaching questions in your next step with the employee.
Leader check-in
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Have you taken the time to account for your physical and emotional needs?
- Have you reviewed UVic's Conflict principles to guide next steps?
- How can you be mindful of your power and position as you engage in this process?
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How does your personal background affect how you see this issue or conflicts in general?
- When is the right time for you to engage in this process?
Process check-in
- What has the employee tried already?
- What are the attempts to resolve this issue?
- What was the outcome of those attempts?
- What is the severity of the situation?
- Do any employees involved require additional representation or support in the next steps of this process (Union Representation, Indigenous or Cultural Support, etc.)?
- Has the employee(s) engaged in the Pause, Consider and/or Discuss steps?
Dynamic check-in
- Is there a power differential among the employees involved in the conflict?
- Is this personal or personality?
- How might cultural or values differences be impacting this situation?
- How might understanding or use of language be impacting this situation?
- Is there a performance issue at play?
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What structural issues (role descriptions, procedural understandings) does this issue involve?
- How much of this conflict is about ideas and how much of it is about personal character?
Team check-in
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Could we normalize any part of this conflict as an expected part of team development? For example, is this a natural experience for teams in change, part of the innovation process, or teams who are getting to know each other?
- What is the impact of this issue on the rest of the team?