{"id":784,"date":"2021-08-17T14:16:58","date_gmt":"2021-08-17T14:16:58","guid":{"rendered":"https:\/\/pumble.com\/learn\/?p=784"},"modified":"2026-02-13T10:13:56","modified_gmt":"2026-02-13T10:13:56","slug":"team-conflict","status":"publish","type":"post","link":"https:\/\/pumble.com\/learn\/fr\/collaboration\/team-conflict\/","title":{"rendered":"R\u00e9soudre les conflits dans une \u00e9quipe"},"content":{"rendered":"\n

Workplace conflicts are an unwanted, yet unavoidable part of the working experience. Wherever there are people working together, sooner or later there is bound to be disagreements. That\u2019s where conflict resolution comes into play. Namely, conflict resolution in teams is the process that coworkers use to find an amicable solution to a workplace problem.<\/strong><\/p>\n\n\n\n

For obvious reasons, this area of professional endeavor has been the subject of exhaustive research. There is a variety of theories and proposed solutions to workplace conflict resolution, but one fundamental thing is universally accepted: the question is not how to prevent conflict, but how to approach it once it does occur<\/strong>. In fact, some experts even see conflict as positive, an opportunity to make teams more cohesive and productive. <\/p>\n\n\n\n

Over the following lines, we will examine how and why workplace conflicts take place, how to properly identify conflicting situations and resolve them in ways that don\u2019t jeopardize the work of the team.<\/p>\n\n\n\n

Conflict resolution is not a uniform paint-by-numbers technique. The manner in which we approach conflict is greatly dependent on the context \u2014 what is the cause of the disagreement, who are the involved parties, what are their personal characteristics, etc.  Therefore, in order to properly address the situation, we must first understand it. <\/p>\n\n\n\n

Let\u2019s take a look at the most common types of conflicts in the workplace.<\/p>\n\n\n

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Types of workplace conflicts<\/h2>\n\n\n\n

Organizational conflict can be defined as a disagreement over or opposition to interests or ideas. Workplace conflicts appear in many shapes and forms, but they can all be placed into either substantive<\/strong> or emotional<\/strong> categories.<\/p>\n\n\n\n

Substantive conflicts<\/h3>\n\n\n\n

Substantive conflicts take place when the involved parties disagree over strategic or operational issues \u2014 goals, actions towards achieving those goals, allocation of resources, etc. For instance, team members disagreeing over the marketing strategy for the rollout of a new product, or over the introduction of new software which some may consider disruptive or unnecessary would be considered substantive conflicts. This type, compared to emotion-based conflicts, is more likely to result in a positive outcome, as it is rooted in rational, practical matters with a far less emphasized emotional component. <\/p>\n\n\n\n

Emotional conflicts<\/h3>\n\n\n\n

Emotional conflicts are interpersonal disagreements that stem from negative emotions such as anger, fear, mistrust, dislike, resentment, and so on. While the nature and the cause of the conflict may or may not be explicitly stated, all emotional conflicts carry a note of personal animosity from at least one of the participants. <\/p>\n\n\n\n

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What causes conflict?<\/h2>\n\n\n\n

Causes of workplace conflicts are too numerous and diverse to even try to fully encapsulate. However, we will highlight several of the most common roots of disagreements in the workplace. <\/p>\n\n\n\n

Adversity<\/h3>\n\n\n\n

Times of hardship (economic or otherwise) are a great cause of stress, which can lead many team members to conflict. On the other hand, hard times can also bring team members closer together, and conflicts in times of adversity can turn into opportunities to increase team cohesion. <\/p>\n\n\n\n

Limited resources<\/h3>\n\n\n\n

One of the most common causes \u2014 in the workplace and beyond \u2014 is the desire for the proverbial piece of the pie. If the piece in question cannot be shared among those aspiring to it (for instance, a leadership position), this can easily result in conflict. <\/p>\n\n\n\n

Poor communication<\/h3>\n\n\n\n

Workplace conflicts often arise from misunderstandings stemming from faulty communication skills. Something that\u2019s said can be misinterpreted, and something left unspoken can be taken for hostility. Vast experience has revealed a fairly direct correlation between underdeveloped communication skills and the likelihood of engaging in conflict<\/a>. <\/p>\n\n\n\n

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Prejudice<\/h3>\n\n\n\n

The perceived differences based on nation, race, religion, sex, class, belief systems, or any general preferences, are a common cause of conflict (and, in the opposite case, a common cause of alliances). The more we are opposed to what a person represents, the more likely we are to be opposed to their specific actions in the workplace. <\/p>\n\n\n\n

Environment<\/h3>\n\n\n\n

Environmental factors such as heat, humidity, noise, or smells,  can create and\/or heighten negative emotional states, thus predisposing team members to conflict. <\/p>\n\n\n\n

Health<\/h3>\n\n\n\n

Illness and general weariness, as well as any other suboptimal physical states, can significantly decrease our tolerance, leading to heightened states of agitation that can easily spill over into open conflict.  <\/p>\n\n\n\n

Can conflict be a good thing?<\/h2>\n\n\n\n

While we may intuitively presume that conflict stands against the values of teamwork and collaboration<\/a>, that may not necessarily be the case. In fact, avoidance of conflict for the sake of diplomacy and the maintenance of a semblance of harmony will almost unavoidably lead to greater conflict further down the road. Failing to acknowledge and address a conflict will not make it go away \u2014 it will only postpone and potentially feed its escalation. <\/p>\n\n\n\n

On the other hand, addressing conflict in a respectful and constructive manner can produce significant benefits<\/a> for the team as a whole. Some of those benefits include:<\/p>\n\n\n\n