Get in the Boat: A Leader’s Guide to Resolving Team Conflict

Name the Behavior, Not the Character

Canoeing and camping were a first-time experience for each of the young men.  As soon as the school bus dropped us off, chaos and conflict set in. I was a new school counselor at an alternative education program. 

Scott looked at me with deep concern…Now what?

Resolving conflict at work may sometimes feel like being a peacekeeper: a middle school teacher or a police officer.  It’s getting people on the same boat and rowing in the same direction.  It can lower staff turnover, increase patient satisfaction and outcomes, and lower the overall cost of managing a hospital.  A Joint Commission Journal study links this kind of conflict to worse teamwork, lower patient safety, and higher staff burnout.  An NSI report found the average cost of turnover for a bedside RN is $60,090. 

David is the new Director of Research in Neurology within a large health system.  He brings decades of highly successful research and millions of dollars in research grants.  He’s inarguably a national leader in this specific area and was aggressively recruited by the clinical President of the service line.  Securing such talent felt like a major victory.  Everyone was excited and he immediately generated traction.

Within 3 months, complaints and stress cracks started to surface.  The Department Chair was frustrated with the lack of communication and follow-through on requests.  The lab manager complained of being micromanaged and second-guessed.  She requested a transfer.  Key players are complaining; tempers are starting to flare; the blame game is in full swing.  The clinical President, who once thought this was an easy success, is now questioning if this was truly a victory and starting to regret bringing David into the organization.

There’s obvious and observable conflict between David and the Department Chair; between David and the lab manager; between the clinical President and the whole research team.

Are you experiencing a similar dynamic on your team?

What Does Conflict Feel Like?

It can feel like resistance.  What you believe to be a good idea doesn’t quite generate the same level of enthusiasm.  Maybe it’s even rejected.  Starts to feel personal.  Why is this so difficult?

David felt resistance.  They brought me here for a reason.  They promised me even greater resources.  Why is it so damn hard to hire someone in this place?  I submitted my equipment needs two months ago.  Why can’t this place move faster?  These department reports waste my time. 

It can feel like anger.  Some people simply make you angry.  As you walk out of the room, your inner voice tells you, “He makes me so damn mad.”

The Department Chair was angry.  Who does he think he is? I’m his boss.  I’ve asked him for those reports repeatedly.  This prima donna is going to be a problem.

It can feel reactive.  There’s an impulse to immediately push back or to aggressively defend your stance.

The Clinical President was reactive.  All these complaints.  This is so important for our patients and this hospital. Why can’t they just get along?  My Department Chair is losing control.

It can feel demoralizing. You may want to simply ignore certain comments.  Or avoid interacting with a co-worker.  You want to quit the project.  Or may even be so demoralized that you quit the job altogether.

The lab manager was demoralized.  He’s always correcting every little thing.  I’ve worked on this project for years, and he’s just started.  Can’t I do anything right for him? 

Have you felt any of these feelings yourself?

How Does the Healthcare Environment Increase the Potential for Conflict?

Conflict has many causes.  Healthcare adds a cultural layer that raises the odds. 

There are unique conflict pressure points:

·      Human behavior and societal factors.  Conflict is part of the human condition.  People hold different views, and strong emotional attachment to those views turns disagreement into conflict. 

·      Hierarchical culture related to power.  A power dynamic often exists between physicians and nurses.  Regardless of the official chain of command, the physician carries clear, disproportionate power into every room.  In larger health systems, a dynamic often exists between regions, clinics, and/or hospitals.

·      Sense of urgency raises the emotional temperature.  The healthcare industry is defined by urgency, time scarcity, and life-or-death stakes.  Emergency Department staff are trained to triage quickly, stabilize, and move on to the next case.  In healthcare, the consequences aren’t simply inconvenience, but sometimes the health of someone’s mother, the life or death of someone’s child, and/or hope for a cure.

David blamed the hospital system, HR, the supply chain, the Department Chair, and even the lab manager for his conflict.  The Department Chair and lab manager blamed David’s isolation.  The Clinical president blamed the Department Chair for not managing his team.  Each was partially right, and each was partially the problem.  Without acknowledging their contribution to the issue, they won’t resolve the conflict. 

Often, people have the misperception. They make assumptions and defend their position.  If stakes are high, they dig their heels in and brace for a fight. 

Strong Leaders Take the First Step

The strong leader has heightened awareness of the team dynamics, self-awareness, and control.  The strong leader also feels a sense of duty or urgency to lean into a problem.  To run into the fire. 

Get in a Room, Not an Inbox

Psychological safety has many levels.  It’s more than perceived physical safety to violence or verbal harassment.  It’s the perceived safety to speak up.  To self-advocate without fear of retribution.  To resolve disagreements reasonably and peacefully. 

·      Physical setting – Gather in a neutral setting, like a conference room or HR

·      Set ground rules – Each speaks, and each listens.  Respectful tone

The Department Chair was the first to acknowledge their part in the conflict and the first to attempt to resolve it. He recognized that he felt David threatened or didn’t respect his authority.  He acknowledged that his emotional reaction wasn't helping and that the situation was now critical.  He not only contributed to the problem, but also led the resolution of the conflict.

He immediately asked HR for assistance to help facilitate a resolution. 

Each of them saw only their own side of it. 

Is there a situation asking for your leadership?

Name the Shared Goal.

Recognize there’s a problem and bring the parties together.  Get them on the same page.  Get them on the same boat and start rowing in the right direction.   In healthcare, it may be patient care or operational efficiency.

The Department Chair facilitated a hard conversation with David and asked me to observe and comment as needed.  He started with, “You disrespect my authority as your boss by not submitting the reports as I asked.”  He caught himself, took a deep breath, and reframed it.  “The hospital requires me to submit reports monthly.  I need and have asked for your report by the third Thursday of the month.  Without your monthly reports, our team misses deadlines and loses the confidence of executive leadership.  Help me understand how we can get your reports in time to meet the deliverable”.  It didn’t resolve the conflict immediately.  There is no magic wand.  But David was visibly more receptive and engaged.  The Chair was not fully comfortable yet, but he was far more effective.

That reframe is worth borrowing on its own.  “You disrespect my authority” names a person’s character.  It invites defense.  “I need your report by the third Thursday” names a specific, dated behavior.  It invites a fix.  Swapping the first for the second is a move any leader can make before the next hard conversation, David or no David.

They both acknowledged the shared mission of this research project.  But they still needed to improve communication.

Looking back, this was the turning point. It launched more productive communication and a visible shift in behavior.  They resolved several issues over the next few months.  The lab manager slowly mastered the new role.  The Department Chair not only helped David be successful, but his other reports also noticed a more engaging leadership style.  David continues with his vital research to improve treatment of neurology patients. 

The Rest of the Story

Back to our canoeing trip, we spent 2 hours on shore before we got in the boat.  We each needed to understand the challenge and agree we had the same goal: to canoe safely downstream to our destination.   Once in the canoes, at least we’re all on the same page and we agree on the direction we’re headed.  But we each row differently.  We struggled to stay dry.  We bumped into trees. But successfully reached our destination. 

We’ll work on better rowing techniques another day.

If you’re experiencing conflict or looking to resolve conflict on your team, visit TrueNorthLeadershipPartners.com. No pressure—just a thoughtful discussion with someone who understands your world.

Written by Joe Kenney, M.Ed., SHRM-SCP, ACC

Executive Coach | Human Capital Strategist

True North Leadership Partners