Seeing it before it escalates.
WHY EARLY MATTERS
Conflict addressed early is a conversation; conflict left is a formal process.
WHAT THE SIGNS ARE
People avoiding each other Communication only in writing where it was verbal Information not being passed on Complaints about someone rather than to them Meetings where people do not speak Work slowing at a specific handover Others taking sides
WHY THE HANDOVER SIGNAL MATTERS
Conflict frequently appears first as a process problem.
WHAT TO NOTICE
Changes in behaviour rather than behaviour itself.
WHY
Someone who was open becoming guarded is more informative than their current manner.
WHAT MANAGERS TYPICALLY MISS
Conflict that is conducted politely Conflict between people who do not report to them Conflict where one party is senior
WHY POLITE CONFLICT IS MISSED
It produces no visible incident and it damages work quietly.
WHAT TO DO
Ask people how things are working with their colleagues.
WHY DIRECTLY
People rarely volunteer it, particularly about someone senior.
WHAT TO ESTABLISH
That raising a difficulty is acceptable.
WHAT TO AVOID
Waiting for a formal complaint Assuming silence means agreement Hoping it resolves itself
WHY HOPING FAILS
Unaddressed conflict hardens, and positions become harder to move.
WHAT TO DO ON NOTICING IT
Establish what is actually happening, before acting.
WHY
Early intervention based on a wrong understanding makes it worse.
