CONFLICTS in Teams - How to address them?

Conflict on teams is inevitable. But here’s the real question: does it need to be resolved? Not always. In fact, the type of conflict matters just as much as how you address it. Some conflicts demand immediate resolution, while others can be channelled into creativity and progress. Knowing the difference is critical to leading a team effectively.

At its core, conflict on teams falls into two categories: personal conflict and task-focused conflict. Personal conflict is what most of us think of first—tensions that get personal, unkind remarks, or behaviours that erode respect. Left unaddressed, this type of conflict undermines trust and productivity.

Task-focused conflict, however, is entirely different. This is the natural tension that arises from diverse ideas and perspectives. It’s not a problem to be solved; it’s a tool to be harnessed. Handled well, task-focused conflict can propel a team forward.

Let’s look at both in depth—how to resolve personal conflict and how to channel task-focused conflict into better outcomes for the team.

Resolving Personal Conflict

Rajesh is a team leader in the Operations team for a Bank. He has been with the bank for many years and knows every nuance of the bank operations. Preeti, a new lateral hire from another Bank of similar size, has been given the responsibility to enhance the Operational efficiency based on recent critical feedback received from clients. Preeti is a hard taskmaster and proposes some revisions in the internal SLA’s of the team. In a meeting where she communicates this message, Rajesh raises an objection stating that Preeti is new and doesn’t seem to understand the complexities involved. They get into an argument in the meeting.

When personal conflict on teams arises, it can feel uncomfortable, even awkward, to step in as a leader. Yet the cost of avoiding it is far greater. Toxic behaviour, left unchecked, damages the entire team. Addressing it quickly and thoughtfully is key to maintaining a healthy team dynamic.

The best approach often begins with a private, one-on-one conversation. For less overt issues—like someone cutting a teammate off during a meeting or taking a criticism too far—pulling the individual aside after the fact is often more effective than addressing it publicly. Explain what you observed, how it impacts the team, and what needs to change. Your goal isn’t to embarrass them but to guide them toward more constructive behaviour. Remember, its important to be specific about the undesirable behaviour and your expectations.

When the conflict on teams involves repeated tensions between two people, start with separate conversations. This allows you to understand each person’s perspective and identify the root of the issue. Once you’ve done that, consider bringing them together for a mediated discussion. The goal isn’t to force them to like each other but to secure a commitment to respect and professional behaviour. It’s about learning to co-exist while agreeing to disagree. Over time, if people consistently act respectfully, they often grow to genuinely respect one another—a win for everyone involved.

Whatever the situation, don’t wait to act. Personal conflict that lingers becomes a poison to the team. Address it early, directly, and consistently. Your willingness to confront these issues sends a powerful message that you expect a culture of respect and accountability in your team.

Rajesh and Preeti’s Manager did not wait for the conflict to linger. He had se[arate conversations with Rajesh and Preeti. Rajesh’s point of view was that he could have been consulted before major decisions were taken since he is a senior member and has some ideas too. Preeti took offense to the tone of Rajesh’s voice when he raised the objection. Having had separate conversations, he invited both of them together and shared the reasons for the conflict. The mature approach by the Manager helped Rajesh and Preeti resolve their differences and continue working together.     

Harnessing Task-Focused Conflict on Teams

Manish and Seema are members of the Sales team of an Engineering Services company. In a relatively short period of time, both of them have performed well and met their Sales numbers. In the annual strategy meet where the topic of discussion is about entering a new geography, Manish is very positive and highlights all the reasons for making this investment. He proposes some ideas which seemed to go down well with the Executive team. Seema is however apprehensive about the plan and counters some of Manish’s points and explains why they don’t seem to add up. Manish immediately retorts with his response and they get into an argument.  

Task-focused conflict, by contrast, is not something to resolve. It’s something to embrace. Teams are made up of individuals with different experiences, perspectives, and ideas. That’s their strength. When these differences lead to debates over the best course of action, your role as a leader isn’t to shut it down. It’s to create the conditions where productive conflict can thrive.

The first step is to foster an environment where everyone feels safe sharing their ideas. Too often, leaders assume they’ve created space for feedback simply by asking, “What does everyone think?” at the end of a meeting. But vague invitations rarely lead to meaningful input. Instead, make feedback an active part of your team’s discussions. One approach is to explicitly ask for “builds” and “flags.” Builds are suggestions that add to or improve an idea. Flags are concerns or alternative approaches. This framework encourages participation and ensures that all voices are heard.

Equally important is creating psychological safety – the sense that team members can share dissenting ideas without fear of judgment or retaliation. This starts with you as a leader. When you express doubt, admit uncertainty, or genuinely invite feedback, you show vulnerability. That vulnerability signals trust, which is the foundation of psychological safety. But it’s not enough to invite ideas; you must also respond to them with respect. Engage fully, listen actively, and ensure that team members feel heard. A team that trusts its leader and each other will embrace conflict as a pathway to better solutions.

When it comes time to respond to conflicting ideas, focus on the assumptions behind them rather than the ideas themselves. People often tie their identities to their ideas, which can make critique feel personal. But assumptions are different. They can be questioned without sparking defensiveness. For example, if a debate arises about project timelines, you might uncover that one person assumes it will take six months while another assumes a year. By exploring these assumptions, the team can arrive at a clearer understanding—and a better decision.

The Head of Sales waited for Manish and Seema to share their points of view but when the argument started getting personal, he stepped in. He addressed the team and first requested them to applaud Manish and Seema for having demonstrated the courage to express their opinions. He reiterated that the company and he would welcome ideas from everyone. He went on to moderate the discussion by giving Manish another opportunity to share his assumptions while sharing his thoughts. He then asked Seema to do the same. The Head of Sales presented the pros and cons of each point to the other team members. Together, they discussed each point in detail before the Head of Sales made his decision.    

  

When the Team Can’t Agree

Despite your best efforts, there will be times when the team can’t reach consensus. This is where your leadership is most crucial. After everyone has had the opportunity to share their perspective, it’s time to decide and move forward. This is the principle of “disagree and commit.”

Make it clear that every voice matters and that the decision-making process is the team’s opportunity to influence the outcome. But once a decision is made—whether by consensus or by you as the leader—it’s time for everyone to align and commit. The team must understand that revisiting the debate later is not an option. This clarity ensures that even unresolved disagreements don’t derail progress.

Turning Conflict into a Strength

Conflict on teams isn’t inherently bad. In fact, task-focused conflict is one of the best tools a team has for finding innovative solutions. The challenge is in how you, as a leader, handle it. Personal conflict needs resolution, quickly and thoughtfully. Task-focused conflict needs space to flourish, guided by a culture of respect and psychological safety.

When managed well, conflict on teams transforms from a source of tension into a driver of success. It pushes teams to consider new perspectives, challenge assumptions, and arrive at better outcomes. As a leader, your job isn’t to eliminate conflict. It’s to create an environment where it can be constructive, where it can make your team stronger.

Conflict on teams isn’t something to fear. It’s something to embrace. And when you do, you’ll find that the best ideas—and the best teams—are forged through it.