How do you solve a conflict between your staff?

1.Detailed investigation of the conflict root

2. talking with conflict sides and checking the points to be activated to extinguish problem

3. eliminating the conflict critical reasons

4. diluted the conflict sides by different sectors

1. Speak to each employee separately. This gives you a change to listen to each side of the story without interruption. Try to discern not only the employee’s grievances, but also the outcome he desires.
2. Determine the underlying problem in the conflict. For example, some problems occur when employees have different styles of working or thinking--if one employee is methodical while the other is scatterbrained. Some problems may have their foundation outside the office--an employee is short with others because he is experiencing problems at home.
3. Meet with both employees to hash out the problem. In many cases, the employees have not yet expressed their true feelings to the other employee
4. Offer solutions to the problems. These solutions require both employees to make sacrifices—it’s not fair if only one person has to change
5. Maintain close contact with the employees. Address any concerns as they come up. This ensures that the problem doesn’t come up again.

i can solve the conflict among my team by

listening from both sides before judging

promote corporate ethics

communicate a vision and rally othets around that vision

 Resorting to the company policies if necessary

1.  Right Timing

People often create unnecessary conflict. Leaders who avoid conflict at all cost will find themselves regretting it later. Timing is everything when it comes to managing conflict, and the best time to take action is when there is hard evidence/proof that an employee has a track record of wrongdoing that is negatively impacting the performance of others.

If everyone around you knows it must be dealt with and you are still waiting to act, you are losing the respect of your peers and those you lead. Leadership is about taking action and confronting the issues before it’s too late.   If you wait too long during times of adversity, those around you will begin to make the decisions that you were hesitant to make – and you lose momentum as a leader.     When others see that you are not mature enough as a leader to act, this puts your leadership reputation at risk.

How you deal with adversity may make or break you, but more than anything it will ultimately reveal you. Take the Workplace Serendipity Quiz to identify your ability to see potential conflict and identify the opportunity within it.

2.  Know Your Boundaries

Conflict can become something much more complicated and unmanageable if you don’t know the limitations and boundaries of your employees.   Everyone deals with conflict differently, so you must know the risks and rewards of conflict resolution within the boundaries of each of your employees.

Help others know when they tend to cross the line through careful observation; identify behavioral tendencies that seem to trigger certain attitudes, provoke mindset shifts, or demonstrate a lack of self-awareness.   This can be accomplished with consistent coaching sessions where you can begin to set precedence and reinforce performance expectations for each of your employees. This not only allows you to identity their conflict boundaries but more importantly to establish standards that will help prevent conflict from arising.

Leaders who actively engage in coaching and learning about those on his/her team will find themselves dealing with much less conflict.   The new workplace represents a growing diversity in the types of people that we lead; you must get to know who they are if you want to understand how they will influence the ecosystem you are trying to create.

3.  Respect Differences

Rather than impose your influence, hierarchy or rank – respect the unique differences in people and learn to see things from differing points of view so you can better understand how to avoid conflict in the future.   Conflict resolution is rarely black and white.   In fact, there are more and more grey areas these days as the workplace becomes more generationally and culturally diverse than ever before.

Beyond the understanding of how conflict could have been avoided, respecting differences in people can help you better understand how to manage conflict with people in general (and their boundaries as noted in point two).

Common sense tells us that we are most comfortable dealing with those we trust and naturally gravitate towards.   As leaders, we must see that each employee represents a unique opportunity for professional growth and development.   Let’s face it, business is all about people intelligence, and until we accept this fact, we will continue to unknowingly create tension with those employees we are not comfortable with – and undervalue their contributions in the process.

4.  Confront the Tension

Leadership is often about doing the things that most other people don’t like doing.   Conflict resolution is one of those things – but as leaders we must confront the tension head-on. Don’t wait, but rather activate your leadership to address the conflict before circumstances force your hand.

Conflict can yield an emotional state of mind that makes it more difficult to manage it. As such, we must confront rather than allow it to fester because we failed to address the adversity when it first became apparent.   Adversity is very big when it is all you can see. But it is very small when in the presence of all else that surrounds you.

Perception is not always reality and oftentimes we don’t confront the most obvious situation before us because we let other points of view distort what we believe to be true. The most effective leaders have the self-awareness and wisdom to confront and diffuse the tension.   Conflict resolution is much like any other form of adversity.   You either act or you don’t.   How many times has your gut told you to take action when dealt with adversity, but instead you waited until those around you took the calculated risks that you were hesitant to take yourself?

thanks

first I shall listen to the both sides and ask each one for reference

then I will judge between them by the way make both satisfy

 Conflict resolution is a daily occurrence at work that can either propel or disrupt the momentum for a leader, a team or the entire organization. The workplace can become a toxic environment when leaders allow conflict to fester rather than confront it head-on.  Managing conflict can be a tricky thing – especially when you are not familiar with the larger ecosystem in which the particular individual or department creating the conflict operates, and how efforts to resolve conflict will reverberate throughout that ecosystem.    The workplace is  fueled with so many concurrent agendas that you never know which ones may be affected when you resolve conflict solely to benefit and advance your own.

Leasers must act responsibly to be respected.  Leadership is not a popularity contest; it is a serious responsibility that primarily  involves developing and guiding the full potential in people teams and the organization at-large.  An important part in the process of developing potential is knowing how to see conflict and when to seize the opportunity within the conflict before healthy tension turns into overly disruptive chaos.

Many leaders would rather avoid tension to create the appearance of harmony. What they don’t realize is that by avoiding tension all together they are unknowingly creating silos and internal disruption amongst employees.   A leader must be expected to neutralize or minimize conflict, not allow it to grow and run rampant.

Unfortunately, in their attempts to keep the peace at work, leaders often create artificial, untrustworthy environed,  This is what happens when you are more concerned about being well-liked, avoiding a negative reputation, or being put into a situation that might reveal your leadership vulnerabilities.

As I learned, there are some people you can work through conflict with and others that are too proud, too afraid to be vulnerable, or just too overwhelmed by their own insecurities to acknowledge the tension – let alone work through it. To help you create and sustain workplace momentum,  employee engagement, and healthy outcomes, here are four ways to deal with conflict resolution at work.

1.  Right Timing 2.  Know Your Boundaries3.  Respect Differences 4.  Confront the Tension

Listening only to them will not give you a clear idea of what happening behind the scenes, most employees fear to say everything.

Blame their supervisor and investigate him. maybe he support one person on the other and cause these conflicts.

great view and suggestions of Mr Mohammed Ashraf.  In my opinion, the admin leader must be in the middle of conflict, he/she must posses a broad understanding  and not bias. 

I can solve the conflict among my team listening to both sides ( every person alone ) and after togathere . make peace between them

Can you avoid creating hostile relations between employees in the workplace by following five simple steps:

1. hire the right people:

The recruitment of the right people in your company is the first step to curb aggressive staff relations, where you have to hire people who are suited to your company's values, mission and vision, rather than focusing on candidates who have the technical skills are good and outstanding performance. In fact, you should verify the behavior of aggressive candidate through communication with the former owners of their work before making decisions employment. Questionnaire pointed to ".com House" about the "skills and employment trends in the Middle East and North Africa", that 84% of employers checking the references of candidates prior to the recruitment process. Hiring people who have the same values, working to enhance productivity in the workplace and build a positive environment.

2. Develop policies to punish aggressive behavior:

You must set certain policies to avoid aggressive behavior in the workplace, where These policies must include a clear concept for the environment, aggressive action and attitudes and behaviors arising therefrom, as well as an accurate description of the degree of tolerance for these behaviors, such as locating a certain number of alarms.

3. Prepare a policy to deal with the originators of the problems:

You must set up policy includes taking the necessary measures to deal with the originators of the problems, as the setting for the list of behaviors negative, and the degree of tolerance for these behaviors and penalties on them, where can these sanctions include employee arrested for a period of time or involuntary termination, all of the behavior includes specific actions to be taken to deal with employee comet and the person who has insulted. You can also organize an internal jury in the company to discuss the action or intervention to seek common solutions between the parties, and you can in difficult situations resort to use with your local legal procedures.

4. The provision of training courses:

The train staff to follow good behavior, and a distinct way to reduce aggressive behavior in the workplace. "Pete .com" survey indicated that 68% of professionals stated that their companies offer special training courses the ethics of the company. In fact, you must provide training courses for human resources personnel on how to deal with aggressive behavior in the workplace effectively, where they can then train staff to do the same things. These courses can be provided within a period of new employees experience where they can explain all the company's policies.

5. Preparation Reporting System:

Employees sometimes fail to report their problems due to the lack of their company's system of reporting. In fact, the lack of such a system negatively affect the Company's policies, where you must set up a system that allows employees to report to their direct manager, who in turn submit such reports to the human resources department in the company. If the issue is not resolved in the department, the employee must speak directly to the human resources department or senior management in the 

if there was a conflict between staff each others, then iam not a leader.

anyway, first of all i must listen to both sides one by one, to know the point of view and what evidences i can get.

then, i face them together to let them share what they have against each other and to make all pictures clear.

then, and as a friend of them not as a boss, i will try my best to make them understand each other as well to give some excuses for both sides