How a Supervisor Can Effectively Manage Conflict Within a Team

Conflicts are a natural part of teamwork. Diverse viewpoints, work styles, and goals drive innovation, but they can also lead to tension. From my experience, workplace conflicts arise from issues such as perceived discrimination, ineffective communication, clashing personalities, and misaligned departmental objectives. Avoiding confrontation only deepens the problem and destroys morale; quick intervention builds a culture of respect and increases productivity.

Why It’s Important to Identify the Root Cause of Conflict

Effective conflict management begins with understanding why the issue emerged. I always emphasize that the first step is to establish a shared definition of the problem and agree on its cause. Techniques such as the Ishikawa (fishbone) diagram or the “Five Whys” method help uncover root causes rather than merely treating symptoms. The root cause analysis enables leaders to identify key contributing factors and propose accurate, targeted solutions.

How to Locate the Source of the Problem

Gather information and listen to all parties – the team should collectively describe the problem and investigate its origins before moving into the solution phase.

The fishbone (Ishikawa) diagram – list possible causes grouped under categories (people, processes, tools, environment) and repeatedly ask “why?” to reach deeper layers.

The 5 Whys Method – ask “why” multiple times until you reach the underlying factor. This simple technique is especially effective for conflicts arising from communication or process issues.

Gap analysis and success criteria – clarify the expectations of each side and define what must be achieved for the conflict to be considered resolved.

Leader’s Competencies and Attitude

Active Listening

Listen carefully, ask clarifying questions, and paraphrase employees’ statements. Research shows that clear communication and active listening are foundational to resolving conflict.

Empathy and Emotional Intelligence

A manager should be curious, understand others’ emotions, and control their own reactions. I recommend focusing on behaviors (what happened) rather than personality traits (who someone is), which reduces defensiveness and supports progress.

Impartiality and Fairness

Each participant believes their view is “right,” so the leader must mediate without favoring any one view. Here, I would like to highlight the importance of recognizing fairness biases and helping participants adopt new perspectives.

Calm and Curiosity

Prepare yourself mentally, remain calm, gather information from multiple viewpoints, and remember that your perspective is only one among many. Remember that focusing on areas of agreement and allowing each party to save face.

Effective Conflict Resolution Strategies

Open and Safe Communication

Invite involved parties to a neutral space and let each present their perspective.

In remote work, use video rather than email — written tone is often misinterpreted.

Create a safe space for discussion: choose a quiet environment (or private video call), clearly define the purpose, and encourage open dialogue without fear of punishment.

Focus on the issue, not the people: avoid labels like “difficult” – instead describe facts and consequences.

Listening and Identifying Shared Goals

• Ask questions that uncover motivations and emotions.
• Look for common goals, interests, and values.
• Define areas of agreement and disagreement – differences often stem from prioritization or constraints.

Planning and Taking Action

Develop an action plan based on needs and alignment points.

Delay can escalate conflict, so once decisions are agreed upon, act quickly. Ensure both parties understand and accept the plan.

Follow-Up and Continuous Development

A single meeting rarely resolves a conflict permanently. Check in after a few days to ensure both sides are following the agreement and that no new tensions have emerged.

Many conflicts escalate because managers lack proper training. Invest in development around communication, mediation, and negotiation.

Treat conflict as a learning opportunity – reflection strengthens cooperation. Encourage the team to think about what they learned and how to improve future collaboration.

Conflicts in Remote and Hybrid Environments

Remote and hybrid work introduce challenges: limited non-verbal cues, isolation, and tech frustrations.

I recommend avoiding conflict resolution via email – schedule a video meeting or an in-person conversation. Additionally:

• Technical support – tech issues increase stress; ensure good equipment and IT support.
• Clear schedules – remote workers must understand deadlines and expectations.
• Trust and autonomy – excessive control erodes trust; evaluate based on results, not screen time.
• Building relationships – encourage team bonding through online social interactions.

I also advise avoiding lengthy email exchanges, providing technical support, ensuring clarity around plans, trusting team members, and enabling relationship-building. Cooling-off breaks and reconnecting with the company mission help restore perspective.

Building a Conflict-Preventing Culture

The best way to minimize conflicts is to create a culture of trust and respect. A SCARF model outlines five areas that influence feelings of threat or reward:

• Status – avoid undermining employees’ status; offer constructive feedback instead of harsh criticism.
• Certainty – clear expectations and task division reduce stress.
• Autonomy – avoid micromanaging; delegation builds trust and empowerment.
• Relatedness – strengthen team relationships through mentoring or regular check-ins.
• Fairness – ensure transparency and equal treatment; address perceptions of unfairness quickly.

I also recommend avoiding threats, reducing group biases, and uncovering deeper, hidden causes of conflict – all of which require openness and self-awareness.

After Resolving the Conflict: Reflection and Learning

From my experience a conflict you should:

• Stay calm and prepare mentally for the conversation.
• Ask curious questions and remember your interpretation is only one perspective.
• Focus on shared interests and avoid blame; allow everyone to save face.
• Engage in regular self-reflection and celebrate successes.
• Build a support network of trusted peers and mentors who can provide feedback.
• View conflicts as opportunities for innovation.
• Continue learning through books, podcasts, and training.

Conclusion

A team conflict doesn’t have to be destructive. When a leader stays calm, listens actively, uncovers root causes, and steers the discussion toward shared goals, the conflict becomes a catalyst for growth. Open communication, empathy, and fairness create an environment where even difficult conversations lead to innovation and stronger collaboration.

Monitoring progress after resolution, investing in manager development, and building a culture of trust and equality help prevent future conflicts.

As a supervisor, remember: your response sets the standard for the entire team. Conflicts are inevitable – but the way you manage them determines whether the team emerges stronger and more unified.

About the author

Jakub Grzadzielski is a Leadership & Executive Coach and Organizational Development Consultant. ICF Professional Certified Coach (PCC). Marshall Goldsmith Certified Executive Coach.

For over two decades, he has worked with senior leaders and executive teams across industries – helping them unlock clarity, inspire alignment, and lead with purpose. His coaching focuses on leadership effectiveness, culture transformation, and strategic communication, combining evidence-based frameworks with a deeply human approach. Co-author of “Compliance Cop to Culture Coach” (2023).

Website: jakubgrzadzielski.com