communication and problem solving in the workplace

Culture Development

Workplace problem-solving examples: real scenarios, practical solutions.

• March 11, 2024

In today’s fast-paced and ever-changing work environment, problems are inevitable. From conflicts among employees to high levels of stress, workplace problems can significantly impact productivity and overall well-being. However, by developing the art of problem-solving and implementing practical solutions, organizations can effectively tackle these challenges and foster a positive work culture. In this article, we will delve into various workplace problem scenarios and explore strategies for resolution. By understanding common workplace problems and acquiring essential problem-solving skills, individuals and organizations can navigate these challenges with confidence and success.

Understanding Workplace Problems

Before we can effectively solve workplace problems , it is essential to gain a clear understanding of the issues at hand. Identifying common workplace problems is the first step toward finding practical solutions. By recognizing these challenges, organizations can develop targeted strategies and initiatives to address them.

Identifying Common Workplace Problems

One of the most common workplace problems is conflict. Whether it stems from differences in opinions, miscommunication, or personality clashes, conflict can disrupt collaboration and hinder productivity. It is important to note that conflict is a natural part of any workplace, as individuals with different backgrounds and perspectives come together to work towards a common goal. However, when conflict is not managed effectively, it can escalate and create a toxic work environment.

In addition to conflict, workplace stress and burnout pose significant challenges. High workloads, tight deadlines, and a lack of work-life balance can all contribute to employee stress and dissatisfaction. When employees are overwhelmed and exhausted, their performance and overall well-being are compromised. This not only affects the individuals directly, but it also has a ripple effect on the entire organization.

Another common workplace problem is poor communication. Ineffective communication can lead to misunderstandings, delays, and errors. It can also create a sense of confusion and frustration among employees. Clear and open communication is vital for successful collaboration and the smooth functioning of any organization.

The Impact of Workplace Problems on Productivity

Workplace problems can have a detrimental effect on productivity levels. When conflicts are left unresolved, they can create a tense work environment, leading to decreased employee motivation and engagement. The negative energy generated by unresolved conflicts can spread throughout the organization, affecting team dynamics and overall performance.

Similarly, high levels of stress and burnout can result in decreased productivity, as individuals may struggle to focus and perform optimally. When employees are constantly under pressure and overwhelmed, their ability to think creatively and problem-solve diminishes. This can lead to a decline in the quality of work produced and an increase in errors and inefficiencies.

Poor communication also hampers productivity. When information is not effectively shared or understood, it can lead to misunderstandings, delays, and rework. This not only wastes time and resources but also creates frustration and demotivation among employees.

Furthermore, workplace problems can negatively impact employee morale and job satisfaction. When individuals are constantly dealing with conflicts, stress, and poor communication, their overall job satisfaction and engagement suffer. This can result in higher turnover rates, as employees seek a healthier and more supportive work environment.

In conclusion, workplace problems such as conflict, stress, burnout, and poor communication can significantly hinder productivity and employee well-being. Organizations must address these issues promptly and proactively to create a positive and productive work atmosphere. By fostering open communication, providing support for stress management, and promoting conflict resolution strategies, organizations can create a work environment that encourages collaboration, innovation, and employee satisfaction.

The Art of Problem Solving in the Workplace

Now that we have a clear understanding of workplace problems, let’s explore the essential skills necessary for effective problem-solving in the workplace. By developing these skills and adopting a proactive approach, individuals can tackle problems head-on and find practical solutions.

Problem-solving in the workplace is a complex and multifaceted skill that requires a combination of analytical thinking, creativity, and effective communication. It goes beyond simply identifying problems and extends to finding innovative solutions that address the root causes.

Essential Problem-Solving Skills for the Workplace

To effectively solve workplace problems, individuals should possess a range of skills. These include strong analytical and critical thinking abilities, excellent communication and interpersonal skills, the ability to collaborate and work well in a team, and the capacity to adapt to change. By honing these skills, individuals can approach workplace problems with confidence and creativity.

Analytical and critical thinking skills are essential for problem-solving in the workplace. They involve the ability to gather and analyze relevant information, identify patterns and trends, and make logical connections. These skills enable individuals to break down complex problems into manageable components and develop effective strategies to solve them.

Effective communication and interpersonal skills are also crucial for problem-solving in the workplace. These skills enable individuals to clearly articulate their thoughts and ideas, actively listen to others, and collaborate effectively with colleagues. By fostering open and honest communication channels, individuals can better understand the root causes of problems and work towards finding practical solutions.

Collaboration and teamwork are essential for problem-solving in the workplace. By working together, individuals can leverage their diverse skills, knowledge, and perspectives to generate innovative solutions. Collaboration fosters a supportive and inclusive environment where everyone’s ideas are valued, leading to more effective problem-solving outcomes.

The ability to adapt to change is another important skill for problem-solving in the workplace. In today’s fast-paced and dynamic work environment, problems often arise due to changes in technology, processes, or market conditions. Individuals who can embrace change and adapt quickly are better equipped to find solutions that address the evolving needs of the organization.

The Role of Communication in Problem Solving

Communication is a key component of effective problem-solving in the workplace. By fostering open and honest communication channels, individuals can better understand the root causes of problems and work towards finding practical solutions. Active listening, clear and concise articulation of thoughts and ideas, and the ability to empathize are all valuable communication skills that facilitate problem-solving.

Active listening involves fully engaging with the speaker, paying attention to both verbal and non-verbal cues, and seeking clarification when necessary. By actively listening, individuals can gain a deeper understanding of the problem at hand and the perspectives of others involved. This understanding is crucial for developing comprehensive and effective solutions.

Clear and concise articulation of thoughts and ideas is essential for effective problem-solving communication. By expressing oneself clearly, individuals can ensure that their ideas are understood by others. This clarity helps to avoid misunderstandings and promotes effective collaboration.

Empathy is a valuable communication skill that plays a significant role in problem-solving. By putting oneself in the shoes of others and understanding their emotions and perspectives, individuals can build trust and rapport. This empathetic connection fosters a supportive and collaborative environment where everyone feels valued and motivated to contribute to finding solutions.

In conclusion, problem-solving in the workplace requires a combination of essential skills such as analytical thinking, effective communication, collaboration, and adaptability. By honing these skills and fostering open communication channels, individuals can approach workplace problems with confidence and creativity, leading to practical and innovative solutions.

Real Scenarios of Workplace Problems

Now, let’s explore some real scenarios of workplace problems and delve into strategies for resolution. By examining these practical examples, individuals can develop a deeper understanding of how to approach and solve workplace problems.

Conflict Resolution in the Workplace

Imagine a scenario where two team members have conflicting ideas on how to approach a project. The disagreement becomes heated, leading to a tense work environment. To resolve this conflict, it is crucial to encourage open dialogue between the team members. Facilitating a calm and respectful conversation can help uncover underlying concerns and find common ground. Collaboration and compromise are key in reaching a resolution that satisfies all parties involved.

In this particular scenario, let’s dive deeper into the dynamics between the team members. One team member, let’s call her Sarah, strongly believes that a more conservative and traditional approach is necessary for the project’s success. On the other hand, her colleague, John, advocates for a more innovative and out-of-the-box strategy. The clash between their perspectives arises from their different backgrounds and experiences.

As the conflict escalates, it is essential for a neutral party, such as a team leader or a mediator, to step in and facilitate the conversation. This person should create a safe space for both Sarah and John to express their ideas and concerns without fear of judgment or retribution. By actively listening to each other, they can gain a better understanding of the underlying motivations behind their respective approaches.

During the conversation, it may become apparent that Sarah’s conservative approach stems from a fear of taking risks and a desire for stability. On the other hand, John’s innovative mindset is driven by a passion for pushing boundaries and finding creative solutions. Recognizing these underlying motivations can help foster empathy and create a foundation for collaboration.

As the dialogue progresses, Sarah and John can begin to identify areas of overlap and potential compromise. They may realize that while Sarah’s conservative approach provides stability, John’s innovative ideas can inject fresh perspectives into the project. By combining their strengths and finding a middle ground, they can develop a hybrid strategy that incorporates both stability and innovation.

Ultimately, conflict resolution in the workplace requires effective communication, active listening, empathy, and a willingness to find common ground. By addressing conflicts head-on and fostering a collaborative environment, teams can overcome challenges and achieve their goals.

Dealing with Workplace Stress and Burnout

Workplace stress and burnout can be debilitating for individuals and organizations alike. In this scenario, an employee is consistently overwhelmed by their workload and experiencing signs of burnout. To address this issue, organizations should promote a healthy work-life balance and provide resources to manage stress effectively. Encouraging employees to take breaks, providing access to mental health support, and fostering a supportive work culture are all practical solutions to alleviate workplace stress.

In this particular scenario, let’s imagine that the employee facing stress and burnout is named Alex. Alex has been working long hours, often sacrificing personal time and rest to meet tight deadlines and demanding expectations. As a result, Alex is experiencing physical and mental exhaustion, reduced productivity, and a sense of detachment from work.

Recognizing the signs of burnout, Alex’s organization takes proactive measures to address the issue. They understand that employee well-being is crucial for maintaining a healthy and productive workforce. To promote a healthy work-life balance, the organization encourages employees to take regular breaks and prioritize self-care. They emphasize the importance of disconnecting from work during non-working hours and encourage employees to engage in activities that promote relaxation and rejuvenation.

Additionally, the organization provides access to mental health support services, such as counseling or therapy sessions. They recognize that stress and burnout can have a significant impact on an individual’s mental well-being and offer resources to help employees manage their stress effectively. By destigmatizing mental health and providing confidential support, the organization creates an environment where employees feel comfortable seeking help when needed.

Furthermore, the organization fosters a supportive work culture by promoting open communication and empathy. They encourage managers and colleagues to check in with each other regularly, offering support and understanding. Team members are encouraged to collaborate and share the workload, ensuring that no one person is overwhelmed with excessive responsibilities.

By implementing these strategies, Alex’s organization aims to alleviate workplace stress and prevent burnout. They understand that a healthy and balanced workforce is more likely to be engaged, productive, and satisfied. Through a combination of promoting work-life balance, providing mental health support, and fostering a supportive work culture, organizations can effectively address workplace stress and create an environment conducive to employee well-being.

Practical Solutions to Workplace Problems

Now that we have explored real scenarios, let’s discuss practical solutions that organizations can implement to address workplace problems. By adopting proactive strategies and establishing effective policies, organizations can create a positive work environment conducive to problem-solving and productivity.

Implementing Effective Policies for Problem Resolution

Organizations should have clear and well-defined policies in place to address workplace problems. These policies should outline procedures for conflict resolution, channels for reporting problems, and accountability measures. By ensuring that employees are aware of these policies and have easy access to them, organizations can facilitate problem-solving and prevent issues from escalating.

Promoting a Positive Workplace Culture

A positive workplace culture is vital for problem-solving. By fostering an environment of respect, collaboration, and open communication, organizations can create a space where individuals feel empowered to address and solve problems. Encouraging teamwork, recognizing and appreciating employees’ contributions, and promoting a healthy work-life balance are all ways to cultivate a positive workplace culture.

The Role of Leadership in Problem Solving

Leadership plays a crucial role in facilitating effective problem-solving within organizations. Different leadership styles can impact how problems are approached and resolved.

Leadership Styles and Their Impact on Problem-Solving

Leaders who adopt an autocratic leadership style may make decisions independently, potentially leaving their team members feeling excluded and undervalued. On the other hand, leaders who adopt a democratic leadership style involve their team members in the problem-solving process, fostering a sense of ownership and empowerment. By encouraging employee participation, organizations can leverage the diverse perspectives and expertise of their workforce to find innovative solutions to workplace problems.

Encouraging Employee Participation in Problem Solving

To harness the collective problem-solving abilities of an organization, it is crucial to encourage employee participation. Leaders can create opportunities for employees to contribute their ideas and perspectives through brainstorming sessions, team meetings, and collaborative projects. By valuing employee input and involving them in decision-making processes, organizations can foster a culture of inclusivity and drive innovative problem-solving efforts.

In today’s dynamic work environment, workplace problems are unavoidable. However, by understanding common workplace problems, developing essential problem-solving skills, and implementing practical solutions, individuals and organizations can navigate these challenges effectively. By fostering a positive work culture, implementing effective policies, and encouraging employee participation, organizations can create an environment conducive to problem-solving and productivity. With proactive problem-solving strategies in place, organizations can thrive and overcome obstacles, ensuring long-term success and growth.

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How to master communication in problem solving

May 11, 2023 The path from problem to solution is not linear. In fast-moving, complex times, decision-makers can’t effectively act alone when it comes to solving complicated workplace problems; diverse perspectives and rigorous debate are crucial to determining the best steps to take. What’s missing in many companies is the use of “contributory dissent,” or the capabilities required to engage in healthy if divergent discussions about critical business problems, write Ben Fletcher , Chris Hartley , Rupert Hoskin , and Dana Maor  in a recent article . Contributory dissent allows individuals and groups to air their differences in a way that moves the discussion toward a positive outcome and doesn’t undermine leadership or group cohesion. Check out these insights to learn how to establish cultures and structures where individuals and teams feel free to bring innovative—and often better—alternative solutions to the table, and dive into the best ways to master communication in problem solving.

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5 Strategies for Conflict Resolution in the Workplace

• 07 Sep 2023

Any scenario in which you live, work, and collaborate with others is susceptible to conflict. Because workplaces are made up of employees with different backgrounds, personalities, opinions, and daily lives, discord is bound to occur. To navigate it, it’s crucial to understand why it arises and your options for resolving it.

Common reasons for workplace conflict include:

• Misunderstandings or poor communication skills
• Differing opinions, viewpoints, or personalities
• Biases or stereotypes
• Variations in learning or processing styles
• Perceptions of unfairness

Although conflict is common, many don’t feel comfortable handling it—especially with colleagues. As a business leader, you’ll likely clash with other managers and need to help your team work through disputes.

Here’s why conflict resolution is important and five strategies for approaching it.

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Why Is Addressing Workplace Conflict Important?

Pretending conflict doesn’t exist doesn’t make it go away. Ignoring issues can lead to missed deadlines, festering resentment, and unsuccessful initiatives.

Yet, according to coaching and training firm Bravely , 53 percent of employees handle “toxic” situations by avoiding them. Worse still, averting a difficult conversation can cost an organization $7,500 and more than seven workdays.

That adds up quickly: American businesses lose $359 billion yearly due to the impact of unresolved conflict.

As a leader, you have a responsibility to foster healthy conflict resolution and create a safe, productive work environment for employees.

“Some rights, such as the right to safe working conditions or the right against sexual harassment, are fundamental to the employment relationship,” says Harvard Business School Professor Nien-hê Hsieh in the course Leadership, Ethics, and Corporate Accountability . “These rights are things that employees should be entitled to no matter what. They’re often written into the law, but even when they aren’t, they’re central to the ethical treatment of others, which involves respecting the inherent dignity and intrinsic worth of each individual.”

Effectively resolving disputes as they arise benefits your employees’ well-being and your company’s financial health. The first step is learning about five conflict resolution strategies at your disposal.

Related: How to Navigate Difficult Conversations with Employees

While there are several approaches to conflict, some can be more effective than others. The Thomas-Kilmann Conflict Model —developed by Dr. Kenneth W. Thomas and Dr. Ralph H. Kilmann—outlines five strategies for conflict resolution:

• Accommodating
• Compromising
• Collaborating

These fall on a graph, with assertiveness on the y-axis and cooperativeness on the x-axis. In the Thomas-Kilmann model, “assertiveness” refers to the extent to which you try to reach your own goal, and “cooperativeness” is the extent to which you try to satisfy the other party’s goal.

Alternatively, you can think of these axis labels as the “importance of my goal” and the “importance of this relationship.” If your assertiveness is high, you aim to achieve your own goal. If your cooperativeness is high, you strive to help the other person reach theirs to maintain the relationship.

Here’s a breakdown of the five strategies and when to use each.

1. Avoiding

Avoiding is a strategy best suited for situations in which the relationship’s importance and goal are both low.

While you’re unlikely to encounter these scenarios at work, they may occur in daily life. For instance, imagine you’re on a public bus and the passenger next to you is loudly playing music. You’ll likely never bump into that person again, and your goal of a pleasant bus ride isn’t extremely pressing. Avoiding conflict by ignoring the music is a valid option.

In workplace conflicts—where your goals are typically important and you care about maintaining a lasting relationship with colleagues—avoidance can be detrimental.

Remember: Some situations require avoiding conflict, but you’re unlikely to encounter them in the workplace.

2. Competing

Competing is another strategy that, while not often suited for workplace conflict, can be useful in some situations.

This conflict style is for scenarios in which you place high importance on your goal and low importance on your relationships with others. It’s high in assertiveness and low in cooperation.

You may choose a competing style in a crisis. For instance, if someone is unconscious and people are arguing about what to do, asserting yourself and taking charge can help the person get medical attention quicker.

You can also use it when standing up for yourself and in instances where you feel unsafe. In those cases, asserting yourself and reaching safety is more critical than your relationships with others.

When using a competing style in situations where your relationships do matter (for instance, with a colleague), you risk impeding trust—along with collaboration, creativity, and productivity.

3. Accommodating

The third conflict resolution strategy is accommodation, in which you acquiesce to the other party’s needs. Use accommodating in instances where the relationship matters more than your goal.

For example, if you pitch an idea for a future project in a meeting, and one of your colleagues says they believe it will have a negative impact, you could resolve the conflict by rescinding your original thought.

This is useful if the other person is angry or hostile or you don’t have a strong opinion on the matter. It immediately deescalates conflict by removing your goal from the equation.

While accommodation has its place within organizational settings, question whether you use it to avoid conflict. If someone disagrees with you, simply acquiescing can snuff out opportunities for innovation and creative problem-solving .

As a leader, notice whether your employees frequently fall back on accommodation. If the setting is safe, encouraging healthy debate can lead to greater collaboration.

Related: How to Create a Culture of Ethics and Accountability in the Workplace

4. Compromising

Compromising is a conflict resolution strategy in which you and the other party willingly forfeit some of your needs to reach an agreement. It’s known as a “lose-lose” strategy, since neither of you achieve your full goal.

This strategy works well when your care for your goal and the relationship are both moderate. You value the relationship, but not so much that you abandon your goal, like in accommodation.

For example, maybe you and a peer express interest in leading an upcoming project. You could compromise by co-leading it or deciding one of you leads this one and the other the next one.

Compromising requires big-picture thinking and swallowing your pride, knowing you won’t get all your needs fulfilled. The benefits are that you and the other party value your relationship and make sacrifices to reach a mutually beneficial resolution.

5. Collaborating

Where compromise is a lose-lose strategy, collaboration is a win-win. In instances of collaboration, your goal and the relationship are equally important, motivating both you and the other party to work together to find an outcome that meets all needs.

An example of a situation where collaboration is necessary is if one of your employees isn’t performing well in their role—to the point that they’re negatively impacting the business. While maintaining a strong, positive relationship is important, so is finding a solution to their poor performance. Framing the conflict as a collaboration can open doors to help each other discover its cause and what you can do to improve performance and the business’s health.

Collaboration is ideal for most workplace conflicts. Goals are important, but so is maintaining positive relationships with co-workers. Promote collaboration whenever possible to find creative solutions to problems . If you can’t generate a win-win idea, you can always fall back on compromise.

Considering Your Responsibilities as a Leader

As a leader, not only must you address your own conflicts but help your employees work through theirs. When doing so, remember your responsibilities to your employees—whether ethical, legal, or economic.

Leadership, Ethics, and Corporate Accountability groups your ethical responsibilities to employees into five categories:

• Well-being: What’s ultimately good for the person
• Rights: Entitlement to receive certain treatment
• Duties: A moral obligation to behave in a specific way
• Best practices: Aspirational standards not required by law or cultural norms
• Fairness: Impartial and just treatment

In the course, Hsieh outlines three types of fairness you can use when helping employees solve conflicts:

• Legitimate expectations: Employees reasonably expect certain practices or behaviors to continue based on experiences with the organization and explicit promises.
• Procedural fairness: Managers must resolve issues impartially and consistently.
• Distributive fairness: Your company equitably allocates opportunities, benefits, and burdens.

Particularly with procedural fairness, ensure you don’t take sides when mediating conflict. Treat both parties equally, allowing them time to speak and share their perspectives. Guide your team toward collaboration or compromise, and work toward a solution that achieves the goal while maintaining—and even strengthening—relationships.

Are you interested in learning how to navigate difficult decisions as a leader? Explore Leadership, Ethics, and Corporate Accountability —one of our online leadership and management courses —and download our free guide to becoming a more effective leader.

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15 Communication Exercises and Games for the Workplace

Cooperation and collaboration underpin how we work together, and done brilliantly, can determine our competitive advantage.

At the human level, our social resources play a massive part in our happiness and well-being in the workplace.

We can brush it all off as too soft and fuzzy, or we can embrace communication as one of the keys to an emotionally intelligent workplace. But because the way we get along is so fundamental to organizational success and human flourishing, many more companies are focusing on the latter.

In this article, you will find 15 communication exercises, games, and tips to help you improve teamwork and collaboration in your workplace. If you have any great activities that we haven’t covered, do let us know!

Before you continue, we thought you might like to download our three Positive Communication Exercises (PDF) for free . These science-based tools will help you and those you work with build better social skills and better connect with others.

This Article Contains:

What are communication exercises and games, the importance of communication in the workplace, 7 tips on improving communication skills at work, 3 games and exercises to improve workplace communication skills, 3 activities to improve communication between employees, 3 active listening games and exercises for the workplace, 3 team building communication games and exercises, 3 communication exercises and activities for groups, a take-home message.

Typically, communication is seen as a ‘soft’ skill—because it’s not easily quantifiable. Compared to profits, losses, and even risk, it is intangible. Unless it’s either terrible or completely absent. Communication exercises and games are interactional activities that aim to develop how we relate to one another, including how we share information and get along.

They can be one-on-one or team exercises, but the goal is the same: they help us develop our interpersonal skills and improve our capacity to relate.

Communication is a whole lot more than just talking—although, that is a fundamental part of relationship-building and knowledge-transfer. To really grasp how big of an impact it has, we can touch on some of the theory. Surprisingly, taking a step back to look at some theory can sometimes be just as helpful, if not more so, than ‘getting on with it’.

What are Workplace Communication Skills?

Succinctly, they help us convey information to others in an effective way. And, they go above and beyond coherent speech in many ways—we talk, we use silence, body language, tone of voice, and eye-contact—voluntarily and unconsciously. With a broad and beautiful rainbow of ways to communicate, then, how do we know what’s considered a skill? What’s noise and what’s a message? What matters?

Drawing on empirical literature on communication skills in the workplace, we can look at Maguire and Pitcheathly’s (2002) study of doctors for a good example. In medical professions, it’s particularly critical not just to extract and interpret information—often, from conversation partners who lack crucial information themselves—but to convey it empathetically and with clarity.

The authors described several key communication skills as follows:

– The ability to elicit patients’ problems and concerns.

Swap ‘patients’ with clients, co-workers, managers, and so forth, and we can see that this is readily applicable in many other work situations. That is, the ability to understand, explore and clarify what others are talking about, and to solicit more details if and when the situation requires it.

Doctors also described effective communication as being able to summarize what the patient/other had related to correct information and display understanding.

Benefits: In an objective sense, we need to extract information so we can channel our efforts accordingly. Deadlines, role boundaries, budgets, and the ‘why, how, what’ of tasks. But active listening encourages pleasant social interactions, which in turn, these boost our well-being and life satisfaction (Baumeister & Leary, 1995).

– The ability to deliver information effectively.

The doctors studied also checked with their patients what their beliefs were about what was wrong. In other workplaces, team situations call for clarity—a shared goal is the ideal, but very often we come at situations with at least a few different beliefs. Alternatively, we may be quick to assume that others understand what we are saying when situations actually require further explanation.

To deal with this, the doctors:

• Reorganized information where required (e.g. into categories);
• Checked that patients understood them before moving on; and
• Checked whether they wanted further information.

Benefits: Our messages need to make sense if we want to convey information in a meaningful way. That applies both to our language and the extent to which we empathize. Effective information delivery helps us define goals , transfer knowledge, and successfully accomplish shared tasks.

– Discussing treatment options.

Communication, in its most basic form at least, is dyadic—a two-way, and (one would hope) mutually beneficial flow of information. In this study, giving a diagnosis and treatment options was only one part of the job. Doctors described how important it was to see whether patients wanted to participate in choosing their treatment.

They determined their perspectives before decision-making; in other settings, this is inviting participation and engagement.

Benefits: As discussed, information delivery is crucial, but our focus here is opening up discussions. Giving others a chance to contribute allows us to factor in more perspectives and diverse opinions. We can encourage more engagement, commitment, and complement one another’s different skills for better results.

– Being supportive.

Doctors described empathy in terms of feedback and validation. They showed that they understood how their patients were feeling to relate at an interpersonal level; where they didn’t know, they at least made a stab at empathizing through educated guesses.

Benefits: We don’t need to look too far to find sources of workplace stress that might be impacting our colleagues. By empathizing, we not only build better relationships, but we show that we are available as key ‘job resources’ – social support for those around us to reduce the negative impacts of our job demands (Bakker & Demerouti, 2007).

Put even more simply, we make work a nicer place to be while avoiding unnecessary conflict.

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Maguire and Pitcheathly’s (2002) clinical review offered several learning tips, the first of which was an emphasis on proper communication skills training. As well as identifying key communication deficits and their root causes, these included several that relate to our knowledge of positive psychology and communication.

3 Tips for Creating a Supportive Learning Environment

First, we need to create an optimal learning environment if we want to maximize our improvement; in this sense:

• Communication skills need to be modeled and practiced, not simply taught – a nod to experiential learning, which is frequently emphasized in emotional intelligence learning (SEL) (Haertel et al., 2005; Kolb, 2014);
• They are best learned and practiced in safe, supportive environments, which studies show are central to learning behavior (Edmonson et al., 2004); and
• Constructive performance feedback is helpful, but “only once all positive comments have been exhausted” (Maguire & Pitcheathly, 2002: 699). Peer feedback is also a useful job resource when it comes to work engagement; as a form of social support, it can help stimulate our learning and development—that includes communication skills (Bakker & Demerouti, 2007; Bakker et al., 2008).

4 Tips for Enhancing Communication Skills

We can also look at the business literature for some more support of what we identified earlier as key communication skills. Breaking these down into tips, here are 4 fairly broad ways we can enhance our communication skills to increase our effectiveness and well-being.

– Work on your emotional perception

Perception of emotions is a key component of Mayer and Salovey’s emotional intelligence framework and covers the ability to read others’ non-verbal cues as well as their potential moods (Salovey & Mayer, 1990).

At the individual level, we can make conscious use of this EQ skill to gauge how others are feeling. Is your colleague overwhelmed, perhaps? Is now the best possible time to ask them for help on a task? Or, have you noticed someone in the corner of the room who has been dying to contribute to the meeting?

– Practice self-awareness

Our non-verbal behavior and the way we speak is critical. Different studies vary on exactly how much of our intended message (and credibility) is non-verbal, but it’s undoubtedly important (DePaulo & Friedman, 1998; Knapp et al., 2013).

When the words we speak convey one message and our body another, we risk confusion and potentially, we jeopardize our intended impact. To enhance our influencing skills and the quality of our working relationships with others, it helps to practice being aware of your own non-verbal behaviors.

– Give others a chance to engage

Communication is a two-way street, at the very least. And as more than one collective intelligence researcher has pointed out, teams are more than the sum of their parts (Woolley et al., 2010).

When we get together as humans, we need a chance to communicate just as much as we need our individual ‘smarts’, and essentially, it comes down to social sensitivity—emotional perception once again. We can look at Leary’s Rose for more insights on how and why, but this time, the tip is to understand when to communicate or step back (Leary, 2004).

– Practice listening

Talking is essentially a form of content delivery, and it’s not really communication unless we listen. Active listening involves engaging with our co-workers and bringing empathy to the table to enhance the quality of our dialogue.

Sometimes mentioned along with ‘reflective questioning’, it involves, “restating a paraphrased version of the speaker’s message, asking questions when appropriate, and maintaining moderate to high nonverbal conversational involvement” (Weger Jr et al., 2014: 13). It helps us create more clarity, take in information more effectively, and develop our workplace relationships through empathetic engagement (Nikolova et al., 2013).

Some of these activities will require a facilitator, and some just a group of colleagues. None of them require professional facilitation per se, and any participant can easily volunteer to keep the process on track.

1. Back-to-Back Drawing

This exercise is about listening, clarity and developing potential strategies when we communicate. In communicating expectations, needs, and more, it helps to clarify and create common ground. This can show what happens when we don’t…

For this activity, you’ll need an even number of participants so everybody can have a partner. Once people have paired off, they sit back-to-back with a paper and pencil each. One member takes on the role of a speaker, and the other plays the part of the listener.

Over five to ten minutes, the speaker describes a geometric image from a prepared set, and the listener tries to turn this description into a drawing without looking at the image.

Then, they talk about the experience, using several of the following example questions:

Speaker Questions

• What steps did you take to ensure your instructions were clear? How could these be applied in real-life interactions?
• Our intended messages aren’t always interpreted as we mean them to be. While speaking, what could you do to decrease the chance of miscommunication in real-life dialogue?

Listener Questions

• What was constructive about your partner’s instructions?
• In what ways might your drawing have turned out differently if you could have communicated with your partner?

2. Effective Feedback in “I” Mode

Defensiveness is a root cause of miscommunication and even conflict in the workplace. We’re not always ready to receive and learn from criticism, especially when it’s delivered insensitively. This exercise introduces “I” statements, which describe others’ behavior objectively while allowing the speaker to express the impact on their feelings.

Employees can pair off or work alone, in either case, they will need a worksheet of imaginary scenarios like this one . Together or solo, they can create “I” statements about how the imaginary scenario makes them feel. When done in pairs, they can practice giving each other feedback on ‘meaning what you say’ without triggering defensiveness in the other.

3. Storytelling with CCSG

Storytelling is an engaging way to convey information; when it’s positive information, narratives are also highly effective means of motivating and inspiring others (Tomasulo & Pawelski, 2012). Appreciative Inquiry, for example, is one type of positive psychology intervention that uses storytelling in a compelling way, as a means to share hopes and build on our shared strengths.

Through this exercise, we can practice structuring our narratives—essentially we’ll have one ‘information delivery’ tool to draw on when we feel it might help (like the doctors we looked at earlier). CCSG is a structure, and it involves:

C : Characters C : Conflict S : Struggle G : Goal

To use the structure as an exercise, participants simply relate a narrative using CCSG. For example, one team member might describe a past success of the group or team, where their collective strengths helped them succeed. The Characters would then be whoever was involved, the Conflict may be a challenge the team faced (a new growth opportunity, perhaps).

The Struggle might be something like geographical distance between team members, and the Goal would be just that: their objective or success.

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Because communication is so multi-faceted, we’ve included a selection of different activity types. These interpersonal and team communication games cover topics such as misinterpreting information, awareness of our assumptions and engaging others.

1. Direction Direction

This activity is a slight twist on Chinese Whispers in that it uses a complex set of instructions rather than just a sentence. And here, we have only one link rather than an entire chain of people. Otherwise, the idea is identical—information gets misinterpreted thanks to noise, but we can improve our verbal communication and listening skills to minimize this risk.

First, pick a game with enough instructions that the information is a challenge to memorize. With 2+ co-workers, pick one person (a speaker) to whom you’ll explain the instructions. They are responsible for passing the information on to the rest of their team. The group then needs to play the game with only the instructions from the speaker.

Once they’ve finished the game, start some dialogue about what happened:

• Was there any lack of clarity around the instructions?
• What might have contributed to this confusion?
• What are some key things to be aware of when we give or listen to instructions?

This activity comes from The Wrecking Yard of Games and Activities ( Amazon ).

Here’s an exercise on the pivotal role of clarification. When it comes to tasks and expectations, it goes without saying that clarity helps us avoid lots of unwanted things. And clarity plays a role on a larger scale when it comes to our roles more broadly, in fact, it’s a psychological resource under the Job Demands-Resources model (Bakker & Demerouti, 2007).

Succinctly, ambiguity contributes to stress, and clarity is empowering—something that is easy to overlook and which this game reminds us of.

Any number of co-workers can participate in this very simple mime game. You’ll need a list of topics for people to act out, then invite players to break off into groups of two. In these pairs, they will take turns being a mime and being an asker. The mime reads the card, then attempts to act out what’s on it (you’ll first need to decide on a theme, like weather, activities, or what have you).

While the asker can pose questions, the mime can only act out their answers.

It might unearth an awareness of implicit assumptions, bringing our conscious attention to the role these play in our judgments. Potential discussion questions will help you unpack this further:

• How did your questioning skills help you comprehend what was going on?
• What value do questioning skills have when we’re trying to understand others?
• What factors sometimes prevent us from asking questions when they might actually be useful?

3. Let’s Face It

This exercise from The Big Book of Conflict-Resolution Games is about self-awareness . How large of a role does it really play, and how does it influence our communication?

There is no limit to the group size for this game, which requires only enough pens and paper for everybody. It doesn’t take very long, either, and can be played in as little as ten to twenty minutes—perfect for breaking up the day.

Start with groups (or sub-groups) of between four and ten players; in each of these, someone will need to volunteer as a facilitator. This facilitator simply keeps the game on track and gets the discussion going afterward.

Each player writes down a feeling on a small piece of paper, folds it, then passes it to the volunteer facilitator. From him or her, they take another piece that someone else has written, and tries to act out that feeling to the rest of their group—using only their facial expressions. The other participants try to guess that emotion and this should lead to a talk about the role of expressions. Useful discussion points include:

• What feelings do we understand the easiest, when only facial expressions are used? Why might that be?
• Describe some contexts where facial expressions play a particularly important role in communication?
• In what ways can facial expressions influence our ability to deal with misunderstandings?

How to improve communication skills at work – Adriana Girdler

Through active listening, we can enhance our understanding of other people’s perspectives (Drollinger et al., 2006). Practicing it during our interactions with others enables us to validate their feelings and potentially avoid the stress of misunderstandings.

Exercises that boost our active listening skills help us engage better, through empathy, body language, and non-judgment where required (Rogers & Farson, 1957).

At the end of the day, active listening games can impact positively on our relationships by encouraging us to practice specific techniques, and these, in turn, find support in the empirical literature (Weger et al., 2014).

1. Concentric Circles

This large group exercise works best when you already have a topic for discussion. It is used a lot during inclusive strategy sessions, where diverse opinions are valuable but team size can hamper rather than facilitate good communication. For this exercise, everybody has a handout that summarizes the goals of the discussion.

Two circles of chairs are set up, one inside the other. Participants who sit in the middle are ‘talkers’ while those in the outer ring are ‘watchers’, and these roles should be allocated prior to the exercise. Armed with their handouts, talkers begin to engage with the topic. They use the goals as a guide for the conversation, while the watchers listen carefully and make notes.

After fifteen minutes of discussion, the watchers and talkers switch circles—those who were listening before now sit on the inner circle for a fifteen-minute conversation. It can be on the pre-chosen topic or on a different one, but the activity must conclude with a debrief.

During this debrief, they reflect collectively on the experience itself:

• How was being a watcher, compared to being a listener?
• What did you feel when you were observing from the outer circle, listening but not contributing? How did this influence your learnings, rather than providing your own input?
• In what ways did being a watcher impact your perspectives of the talkers? What about their dynamics?

This gamestorming communications exercise is based on a team coaching technique by Time To Grow Global .

2. 3-minute Vacation

Here is another talker and listener exercise that can be done in pairs. In a larger group of participants, this can be done multiple times as players pair up with different conversation partners. And in each pair, of course, team members will take turns being listener and talker.

The talker discusses their dream vacation for three minutes, describing what they would like best about it but without specifying where it should be. While they talk, the listener pays close attention to the explicit and underlying details, using only non-verbal cues to show that they are listening.

After the 3-minute vacation, the listener summarizes the key points of their conversation partner’s dream vacation—as a holiday sales pitch. After they’ve ‘pitched’ the ideal vacation spot in the space of a few minutes, the pair discuss how accurately the listener understood the talker.

They outline how they could improve their dialogue with regard to active listening, then swap roles. A twist on this team coaching exercise might involve allowing the listener to make notes during the talker’s description, revealing them as a point of discussion only after they deliver the ‘sales pitch’.

Used with permission from Time To Grow Global .

3. Pet Peeve

How about a chance to blow off some steam and get that empathetic listening ear at the same time? And at the same time, helping your co-worker practice active listening?

In this game, one colleague has a full 60 seconds to rant about something which irks them. It’s best if this isn’t inappropriate for the workplace, but at the same time, it doesn’t have to be work-related. If you hate pop-up ads, for instance, you’ve already got great material for your rant.

The first colleague (Player A) simply lets loose while the second person (Player B) listens carefully, trying to cut through the noise by singling out:

• What Player A really cares about – for instance, smooth user experience on the internet;
• What they value – e.g. clarity and transparent advertisements;
• What matters to them – e.g. getting work done, doing their online shopping in peace, or a more intuitive, user-friendly adblocker.

Player B then ‘decodes’ the rant by repeating it back to Player A, isolating the key positive points without the fluff or negativity. They can use some variant on the following sentence stems to guide their decoding:

• “You value…”
• “You care about…”
• “You believe that…matters a lot”

Then, they can switch over and repeat the game again. As you can probably see, the activity is aimed at helping teammates appreciate that feedback has positive goals.

When we give attention to our relationships as well as the task(s) at hand, we create trust and collaborate more effectively. The games and exercises in this section are about connecting on a human level so that we can communicate with more emotional intelligence in the workplace.

1. Personal Storytelling

In large organizations especially, we may only bring a part of ourselves to the workplace. If we want to communicate empathetically and build relationships with co-workers—important social resources—personal storytelling is one way we can build our teams while developing communication skills.

There is no set time or place for storytelling, but it works best when a story is followed by an invitation to the group to give input. Feel free to use the CCSG technique described earlier in this article, and that the speaker uses a reflective tone, rather than purely informative, when addressing the group.

To try out personal storytelling, set aside a team-building afternoon, meeting, or workshop. Ask the group to each prepare a reading that they will share. Here are some ideas that nicely blend the emotional with the professional:

• Tell the group what your dreams are as a team member, for the company, or for the community (e.g. Whitney & Cooperrider, 2011);
• Tell them about your first job, or your very first working experience;
• If you’ve got a budget, give team members a small amount of money each to do something good with. Then, let them share the story of what they did with it;
• When onboarding new people, invite the group to bring in an object which symbolizes their wishes for the new team member. Then, let them share the story behind the object.

2. I’m Listening

We learn from our peers’ feedback, and that learning is most productive in a supportive work environment (Odom et al., 1990; Goh, 1998). Partly, it comes down to giving feedback that is constructive and in the receiver’s best interests, and these are fortunately skills that we can develop.

I’m Listening can be played with an even number of participants, as they will need to find a partner for this one-on-one game. In the book mentioned below, there are also hand-outs, but you can prepare your own for this activity. Ideally, more than one ‘Talker Scenario’ and more than one ‘Listener Scenario’:

• A ‘Talker Scenario’ will describe something like a bad day at work, or a problem with a client. In a small paragraph, it should outline what’s gone wrong (maybe it’s everything from a cracked smartphone screen to a delay during your commute). This scenario is followed by an instruction for the Talker to play a role: “ You call up your colleague for some support ” or “ You decide to let off some steam by talking to your co-worker ”.
• A ‘Listener Scenario’ is a bit different. In several sentences, the scenario outlines a situation where they are approached by a colleague with problems but might have other things on their plate. They might be up to their ears in work, or their colleague’s complaints might seem trivial. After reading the scenario of their context (e.g. it’s a hectic day, your computer’s just crashed), the Listener’s role is to act it out while they respond, for example: “ Show with your body language that you’re far too busy ”.

The exercise is a good starting point for a conversation about constructive listening strategies. Together, the pairs can come up with more productive, empathetic, and appropriate responses, with the acting experience fresh in mind. Some discussion points include:

• As Talker, what feedback did your Listener appear to give?
• How did you feel about the feedback you received?
• How might you create some listening and feedback approaches based on this?

This game comes from The Big Book of Conflict-Resolution Games ( Amazon ).

3. “A What?”

Inspired by the kid’s game Telephone, this exercise draws on different elements of effective communication between team members, while highlighting where things often go wrong. It works with any sized team and requires only a facilitator and some novel objects that can be passed between participants. So, plush toys, tennis balls, or similar—but the more imaginative they are, the better.

Players stand in a circle and pass two of the objects along to each other. One object should be passed clockwise, and the other counter-clockwise. Prior to passing on the toy, ball, or what have you, players ask something about the object and answer a question about it.

Essentially, the message will change as the object gets passed along, and players will need to stay sharp to remember who they are passing and talking to.

For instance:

• The facilitator starts out by handing one of the items to the person on their right, saying “Ellen, this is a tattered elephant with pink ears.”
• Ellen then needs to ask “A What?”, prompting you to repeat the item’s name.
• Taking the item, Ellen turns to her right and repeats the same with Pedro: “Pedro, this is a tattered elephant with pink ears.” Pedro asks, “A What?”
• Before she passes the item to Pedro, however, Ellen’s answer to his question must come back to the facilitator, who says it aloud. This way, it’s possible to see if and how the message changes as it goes around the group. By the time it reaches Hassan, who is Person 5, for instance, it might be “A grey elephant with tattered ears.”
• Once people get the gist of how to play with one item, the facilitator adds in the second by passing it to the left.

Debrief with a chat about the communication that went on. Did anybody end up with both items at once? How did they cope? Did others help them?

Other questions include:

• How did communication look with a longer or shorter chain? Where was the weakest link, and why?
• In what ways did players support each other?
• How did you feel during the game? What was the impact of that emotion on you and on others?

This exercise comes from a Teambuilding Facilitation Manual: A Guide to Leading and Facilitating Teambuilding Activities , by Penn State University.

17 Exercises To Develop Positive Communication

17 Positive Communication Exercises [PDF] to develop help others develop communication skills for successful social interactions and positive, fulfilling relationships.

Created by Experts. 100% Science-based.

A lot of team situations are about creativity. We each have unique experiences, competencies, and viewpoints, the way we collaborate inevitably decides whether we synergize or fall flat. Here are two activities that will help your team work together creatively to solve a problem, as well as one about the role of silence.

1. Crazy Comic

This is a fun game in communication skills that will also give team members some creative freedom. They will need to communicate those creative ideas to one another, but also engage in joint decision-making for the activity to be a success. And that activity is to create a comic together, using their complementary skills and communication to realize a shared vision.

You’ll need more than 9 participants for this activity, as well as paper, drawing, and coloring materials for each colleague. From your larger group of co-workers, let them form smaller groups of about 3-6 participants and tell them their task is to produce a unique comic strip, with one frame from each person. So, a 6-person group will make a 6-frame strip, and so forth.

Between them, they need to decide the plot of the comic, who will be carrying out which tasks, and what the frames will contain. The catch is that they all need to draw at the same time, so they will not be seeing the preceding frame in the strip. Make it extra-hard if you like, by instructing them not to look at one another’s creative progress as they draw, either.

Afterward, trigger some discussion about the way they communicated; some example questions include:

• How critical was communication throughout this exercise?
• What did you find the toughest about this activity?
• Why was it important to make the decisions together?

This exercise was adapted from 104 Activities that build ( Amazon ).

2. Blindfold Rope Square

This is similar in some ways to the Back-to-Back Drawing exercise above. That is, the Blindfold Rope Square exercise challenges us to look at how we communicate verbally, then think about ways to develop our effectiveness. In a large group of participants or employees, particularly, we often need to cut through the noise with a clear and coherent message—and this game can be played with even a large group of people.

You will need about ten meters of rope and a safe place for employees to walk around blindfolded in. So, flat and ideally with no walls or tripping hazards.

• Explain first up that the goal of the task is effective verbal communication, and give each participant a blindfold.
• Once they have gathered in your chosen ‘safe space’, invite them to put on their blindfolds and turn around a few times so they are (reasonably) disoriented in the space.
• Coil the rope and put it where at least one participant can reach it, then explain that you’ve put the rope ‘somewhere on the floor’.
• Tell them their shared aim is to collaborate: first to find the rope, then to lay it out into a perfect square together on the floor.
• Let the participants go about it, taking care not to let any accidents occur. Tell them to let you know once they’ve agreed that the job is done.
• Finally, everybody removes their blindfolds, and it’s time for feedback. This is the perfect opportunity to congratulate them or start a discussion about what they might do differently the next time around.

Find more information on the exercise here .

3. Zen Counting

Silence is not always a bad thing. Sometimes it gives us a chance to reflect, in others it creates a space for others to take the floor. Nonetheless, we’re often inclined to view it as awkward—a gap to be filled or avoided—rather than a chance to listen. According to Shannon and Weaver’s Theory of Communication (1998), this simply creates more ‘noise’ and negatively impacts our ability to reach resolutions at work (Smith, 2018).

Zen counting is incredibly straightforward: team members simply sit in a circle but face outward. With nobody in particular starting first, they are asked to count from one to ten as a group, but each member can only say one number. Nothing else is said. When someone repeats or interrupts another group member, they start again from one.

The idea is to facilitate a sense of ‘okayness’ with being uncomfortable and silent, while team members practice letting others speak.

Imagine attending a communication workshop, in purely lecture format. Or, reading about how to communicate without actually trying what you learn. Communication exercises may not feel 100% natural at first, but they let us work with—rather than live in fear of—that discomfort. Whether it’s Chinese Whispers or making a rope square blindfolded, we can shake up old habits and create new ones by stepping into our ‘stretch zones’.

Try out activities that are best suited to your organizational goals so they have the most relevance. If you’re focused on innovation, try a creative communication exercise like Mime. If you’re a cross-functional team, why not try out an activity that challenges assumptions?

Tell us if any of these are particularly useful, and let us know if you’ve got tweaks for this current set of activities. What has worked in the past for your team?

We hope you enjoyed reading this article. Don’t forget to download our three Positive Communication Exercises (PDF) for free .

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• Haertel, C., McWilliams, J., & Ma, R. (2005). Developing emotional intelligence in high potential middle managers: The role of experiential learning. In EURAM Conference, Munich, Germany.
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• Leary, T. (2004). Interpersonal diagnosis of personality: A functional theory and methodology for personality evaluation . Wipf and Stock Publishers.
• Maguire, P., & Pitceathly, C. (2002). Key communication skills and how to acquire them. British Medical Journal, 325 (7366), 697-700.
• Nikolova, N., Clegg, S., Fox, S., Bjørkeng, K., & Pitsis, T. (2013). Uncertainty reduction through everyday performative language work: the case of coaching. International Studies of Management & Organization, 43 (3), 74-89.
• Odom, R. Y., Boxx, W. R., & Dunn, M. G. (1990). Organizational cultures, commitment, satisfaction, and cohesion. Public Productivity & Management Review, 157-169 .
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• Shannon, C. E. (1998). Communication in the presence of noise. Proceedings of the IEEE, 86 (2), 447-457.
• Smith, K. (2018). Silence: The Secret Communication Tool. Retrieved from https://psychcentral.com/blog/silence-the-secret-communication-tool/
• Tomasulo, D. J., & Pawelski, J. O. (2012). Happily ever after: The use of stories to promote positive interventions. Psychology, 3 (12), 1189.
• Weger Jr, H., Castle Bell, G., Minei, E. M., & Robinson, M. C. (2014). The relative effectiveness of active listening in initial interactions. International Journal of Listening, 28 (1), 13-31.
• Whitney, D., & Cooperrider, D. (2011). Appreciative inquiry: A positive revolution in change . ReadHowYouWant. com.
• Woolley, A. W., Chabris, C. F., Pentland, A., Hashmi, N., & Malone, T. W. (2010). Evidence for a collective intelligence factor in the performance of human groups. Science, 330 (6004), 686-688.

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Very useful, insightful, and helpful. Great simple and applicable source on communication topic. Many thanks for share, and nice to looks for how far you go with other valuable topics

Thanks Cathy for putting up this article. It is simply amazing. I intend to use three of your exercises in my upcoming workshop on communication in the 2nd week of June, 2022 🙂

I think this is an excellent resource with a great outcome. Thanks for putting this together. Very useful for my Communicare sessions.

Such an informative article

Excellent content and I can’t wait to use some of this content as well. Crediting the source(s) of course

Thank you so much for creating and sharing these tools. I too would like to be able to utilize them as a resource for my workshop. Sources credited/included. I am a firm believer in the power of soft skills, especially listening and communication. The world will be a better place once we’ve mastered them.

Very insightful and interesting ways of training people for better workplace communication skills. Enjoyed it.

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Workplace Conflicts? 5 Tips to Improve Communication

Table of Contents

Employees are bound to have disagreements from time to time. Whether it’s a misunderstanding over who did what, a clash of ideas or a tangle of personal relationships, conflict is inevitable in any workplace. But how you handle those conflicts can make a world of difference to your company’s success. There are several communication strategies employers, managers, human resources directors and employees can master to resolve workplace conflict successfully.

>>Read next: Signs Your Employees Hate Their Jobs (and What to Do About It)

Communication tips for conflict resolution in the workplace

Here are five ways to resolve workplace conflict — and improve employee relationships — through better communication.

1. Address issues immediately and openly.

When a conflict arises among your team members, action should be taken quickly to resolve it. Instead of ignoring or avoiding conflict, accept it and work toward addressing it immediately.

“Not addressing the conflict until a later time allows resentments to simmer,” Nick Kamboj, CEO of Aston & James LLC told Business News Daily. It’s essential to address the issue immediately and transparently.

Erin Wortham, former director of talent at Headspring, agreed that fast resolution retains a sense of harmony in the workplace and advised leaders to encourage open dialogue during these discussions. Similarly, in their book The Essential Workplace Conflict Handbook (Career Press, 2015), authors Cornelia Gamlem and Barbara Mitchell said getting to the source of a problem involves honest conversations and a little detective work.

“Get good information by varying the types of questions you ask, such as open-ended questions, close-ended questions, fact-based questions or opinion-based questions,” Gamlem said. [Related article: Communication is Key to Genuine Employee Engagement ]

2. Set clear expectations.

Managing expectations — both in terms of what you expect from others and what they expect of you — is one of the most important things a team can do to facilitate better communication. Anything you or your colleagues need from each other should be clearly defined and expressed.

Miki Feldman Simon, executive coach and founder of IAmBackatWork, made it a point to have set expectations at her company from the start.

“I once worked with a company where people would often interrupt [each other],” she said. “I established a principle where [interruption] was not acceptable. Consistently applying this principle changed the communication habits within my company, making it possible for everyone to voice their opinion.”

Knowing what is expected of them can help employees feel more comfortable, thus preventing conflict-causing tension.

“If people don’t understand what the organization, their manager or their teammates expect, confusion and conflict can result,” said Mitchell. “Set expectations early, beginning with the job interview and again during the first days of employment.”

3. Build active listening skills.

You may hear what your colleagues say, but are you listening to them? People’s minds wander when others speak, especially in group settings, and they don’t truly absorb what’s been said. Even in digital communications, it’s easy to read and immediately forget about a message. Gamlem emphasized the importance of creating a culture where people listen to each other.

“Listening is such an undervalued skill, and it can have a real impact on how often conflicts arise and how they can be avoided,” she said.

Additionally, with the application of good listening skills, conflict can be helpful. 

“Differing opinions and ideas can lead to great innovations,” said Lindsay Anvik, CEO at See Endless. “Take the consistent stance of being open to someone whose opinions differ from yours. This allows you to see things from a new light and decide when to go to bat for your idea.”

4. Use neutral terms and open body language.

When engaged in a conflict, it’s natural to want to be closed off — but this only hinders the chance of resolution. Give yourself (or those in the conflict) time to cool off first. When managing the conflict, speak in a calm, agreeable manner.

Use neutral language and separate the other person from the problem. It’s better to speak in “I” language instead of “you” language to avoid the other person feeling attacked. For example, saying “I feel undervalued in my position” is going to be more effective than saying “You don’t value my work.” Using “you” language only causes the other person to get defensive, which doesn’t bode well for conflict resolution.

In addition to choosing your words carefully, do not underestimate the power of body language and tone. Often, it’s not what’s being said that propels conflict further but how someone is saying it. Use open body language to signify your willingness to resolve the conflict and reach an agreement. People tend to mimic those around them, so this can help elicit a calm, open demeanor from anyone else in the conflict.

5. Recognize and respect personal differences.

Opposing viewpoints, behaviors and work styles can cause a lot of arguments and misunderstandings among colleagues, Wortham said. If clashing personalities are the root cause of a lot of your team’s problems, work on being more aware of the differences in how you view a situation.

“Whether it be how a meeting was run, how a strategy was deployed or how stakeholders were engaged, recognizing that other people can interpret the same event in different ways is important to remember to resolve conflicts when they arise,” Wortham said. “[Knowing] how you prefer to communicate and being able to recognize others’ communication styles can help build the bridges of understanding.”

“Each of us sees and experiences the world differently using our own experiences, values, individual diversity and culture,” Mitchell said. “We each interpret what we’ve heard or seen, give it meaning and draw conclusions based on our experiences. Recognizing that differences exist makes it easier to begin having discussions that help resolve workplace conflicts.”

Resolve workplace conflict by addressing the issue immediately, setting clear expectations, applying active listening skills, using neutral terms and open body language and respecting personal differences.

The causes of workplace conflict

Workplace conflict can result from several situations; however, the root cause is often poor communication. For example, employee expectations may be unclearly communicated, team members may feel as though they don’t have a voice (due to a lack of open dialogue) or the tone of someone’s words may be misinterpreted. Whatever the case may be, miscommunication is often the source and it can be mitigated through proper skills and policies.

Other causes of workplace conflict can include but are not limited to:

• Harassment: An employee is bullying or harassing someone in the workplace .
• Increase in workload: An employee’s workload has increased significantly and they feel they are being pushed too hard.
• Lack of skills or training: A staffer doesn’t have the skills or training to do their job properly.
• Negative work environment: Your company culture is negative or toxic, causing employees to feel unhappy or unsafe.
• Opposing personalities: Team members have drastically different personalities and don’t “like” each other. Employees can also have a falling out, making it difficult or uncomfortable to work together.
• Poor management: A manager has poor management skills or lacks the appropriate leadership style their team needs.
• Unfair treatment: An employee is treated unfairly, often the result of someone in a management position favoring or disliking someone.
• Unrealistic expectations: Employees or managers have unrealistic expectations.

Not all disagreements are bad. Healthy workplace conflict can help your business grow.

The importance of resolving workplace conflicts

Effective conflict resolution skills and policies are imperative in the workplace — here’s why:

• Saves time and money: While a mismanaged conflict can be detrimental to your business, a properly handled conflict can save your business time and money. With fewer missteps and disagreements, your team will get where it’s going faster, without any needless spending on extra steps along the way.
• Improves co-worker relationships: Employees do their best work in stress-free environments . Conflict resolution is a direct route to these environments. In contrast, it’s hard not to be stressed when the tension of conflict hangs in the air.
• Boosts employee performance: It follows from how resolved conflicts alleviate stress that conflict resolution also improves employee performance . You’ll likely notice substantial quality improvements from team members involved in a conflict directly after you resolve it.
• Strengthens employee retention: Workplaces filled with conflict aren’t comfortable and few people would want to show up to them every day. Amid these conflicts, your retention rates could plummet. Conversely, if you proactively resolve conflicts, your retention rates will likely remain strong.
• Sharpens communication skills: Every conflict you address is an opportunity to pinpoint the miscommunication that caused it and work on avoiding it in the future. With the right communication strategies in place, you can turn a potential crisis into a productive discussion.
• Fosters superior company culture overall: No team will ever entirely avoid conflicts, but the best teams take a measured, level-headed approach to discussing and resolving them. This openness and free sharing of ideas and emotions make for a stronger company culture overall. Your current employees will benefit from this welcoming culture, which will also make it easier to attract new team members. As you resolve conflict, you build a future.

Another incentive to avoid workplace conflict? Having work friends is great for reducing stress and improving employee mental health.

Conflict is an opportunity to turn a new leaf

Workplace conflict is nothing to fear. When you address it appropriately with strong communication strategies, it can be a learning experience for everyone. Finding reliable, consistent ways to resolve conflict can improve your company culture, work quality and everything in between. No, conflict isn’t avoidable, but you can always make the best of it.

Max Freedman and Skye Schooley contributed to this article. Source interviews were conducted for a previous version of this article.

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Common Team Communication Problems [5 Signs and Solutions]

Studies show poor communication between team members can cost businesses dearly. By some estimates, ineffective communication can cost as much as $1.2 trillion each year. This translates to $12,506 per team member. Simply put—communication is critical to your team and the overall organization’s success.

Team communication can be costly if it is not performed well, so let’s dive into the five most common signs that team communication problems exist and show you how to solve them constructively.

The Importance of Team Communication

Effective team communication builds a nurturing and engaging work environment. A team that communicates well will also understand both what needs to be done and how it should be done. Moreover, team members will feel more motivated to achieve the team’s goals and business objectives.

According to research:

• 86% of team members believe workplace failures are due to ineffective communication.
• Team members who are a part of effective communication plans are 3.5 times more likely to outperform their peer groups.

By investing in improving team communication, leaders will ensure both the team’s success as well as the individual contributors’ success.

The Top 5 Signs Your Team Faces Communication Problems

What happens when communication is not present or is strained? How can you help your team members face and overcome these communication challenges as their leader?

Here are the top five signs that your team has communication problems and ways to solve them.

1. Competing Priorities

Competing priorities are often due to differences in speed, quality, and cost in one’s work. While it’s nothing out of the ordinary for each person to manage different tasks and priorities, communication can decline when self-interest versus group-interest becomes disproportionate. Competing priorities lead to poor communication and impact the overall team outcomes.

Develop team members on how to initiate open and proactive dialogue on matters such as the following:

• Setting boundaries with an honest yet caring attitude
• Using effective questions to acquire the right information and accomplish what needs to be done
• Finding solutions (e.g., new deadlines, processes) that better accommodate all parties

Learn how to foster more productive business relationships with CMOE’s Conflict and Collaboration workshop.

2. Personality Conflicts

With teams of various sizes and demographics, it is important to remember that each individual has a unique personality and frame of reference. Some of these personalities may not mesh or work well together. When personalities collide, team members are less eager to communicate, share information, and collaborate with each other. This can produce unresolved issues that fester over time and lead to more poor communication.

Consider administering a personality profile with the purpose of helping individuals better understand their own personal style and temperament as well as their team members. This practice provides greater understanding in how you can best work and interact with those who have a different style.

Two effective personality profiles are:

• MBTI (Myers Briggs Type Indicator)

A tool such as DISC combined with facilitated discussion or training creates a foundation for improved communication and maximizing individuals’ strengths across a team.

Whether your team members have conflicting ideas or different workstyles, understanding and applying conflict resolution skills can help alleviate some of their issues.

Here are the five stages of conflict resolution to consider:

• Define the conflict
• Watch for underlying issues
• Identify needs
• Brainstorm possible solutions and goals
• Agree on a solution and implement it

Be sure to also develop your team’s conflict resolution skills. Studies show 85% of workforce members who receive training say it has encouraged them to take a proactive collaborative approach to conflict rather than reactive approach. Conflict resolution encourages individuals to work together to solve their disagreements and further improve communication practices in the team.

3. Under Sharing Information

When team members fail to disclose or share the necessary information that sets one another up for success, team members are less likely to trust each other. This lack of trust can lead to decreased morale among the team.

Under sharing can occur for various reasons:

• Personal reasons: A person may keep information under wraps as a power play (self-interest), to get ahead on a particular project, or earn a promotion among many other self-serving reasons.
• Stay silent to avoid conflict with other members
• Avoid raising ethical or legal concerns
• Possess a “Us” vs. “Them” mindset because they don’t truly feel like a member of the team
• Alleviate a negative situation by attempting to put a positive spin on something rather than being candid or honest

Make time for communication by initiating frequent team discussions. These discussions should involve:

• Establishing communication goals and a team purpose that addresses these goals
• Discussing any issues (business, interpersonal or task-related) that need to be addressed and resolved
• Spearheading communication barriers that occur when collaborating virtually

By prioritizing these discussions, leaders will show team members that they are safe and able to be honest within the team. Leaders will also build trust and promote a culture of sharing information rather than withholding information.

4. Communication Overload

Communication overload can take different forms. Here are some examples of what it can entail:

Overloading team members with numerous facts, figures, and anecdotes that don’t offer apparent value. Often, when leaders need to pass on information urgently, they dump a lot of information (often unstructured) within a short timeframe.

This can lead team members to:

• Feel overwhelmed
• Be more likely to forget the core information that was given (which defeats the purpose of communication)
• Have difficulty in understanding what work assignments or tasks should be prioritized

Skimming email messages which may lead to missed information. This results in rework or follow up communication and reduced productivity.

Including more people than necessary in email correspondences to show everyone that you are diligent at following up. This habit can lead to full email boxes and other important emails getting forgotten or overlooked.

There are a few ways to address communication overload:

If you’re in a time crunch, prioritize your tasks and information. Highlight the top three takeaways you want to communicate with your team and the specific action items for each.

Consider communicating in-person when possible as opposed to email, chat, or other written forms. Written communication and information may be misinterpreted.

Trust your colleagues to follow through on their commitments, and try to only follow-up on action items or status updates as it is appropriate. Evaluate who needs to be included on email communication changes so you don’t unnecessarily flood the inbox of others. When in doubt, err on the side of over communicating rather than under communicating.

5. Abusive Working Situations

Abusive leadership and uncivil behavior in the workplace have become more prevalent in recent years. Abusive, toxic, or uncivil interactions can stifle critical communication and can be manifested by the following:

• Team members purposely withholding pertinent information from their co-works, peers, or leaders
• Team members not feeling like their ideas are valued or acknowledged
• Team members fearing the repercussions if something is does not meet the abusive party’s expectations

Hold regular 1:1 check-in meetings with your team members. Create a safe environment for them to offer up concerns, provide feedback, and report toxic behavior or issues. This can help both parties proactively address any problematic behavior or address unspoken issues.

You can do this by asking:

• Specific questions that relate to workplace and relationships
• For direct feedback on your communication style and where you can improve
• How you can better support your team members
• What the organization can do to support its workforce.
• Questions that directly address illegal, abusive, or unwelcoming behavior

Stay Equipped with CMOE’s Communication Skills Workshop

If you’d like to learn more on how you can eliminate communication barriers , take a look at CMOE’s Communication Skills workshop . Help yourself and your team members to develop the confidence and competence to communicate both proactively and easily.

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Conflict Resolution

8 ways to resolve conflict in the workplace.

By the Mind Tools Content Team

Where there are people, there is conflict. We each have our values, needs and habits, so it's easy to misunderstand or irritate one another – or worse, to fall into conflict.

Left unchecked, conflict can lead to bad decisions and outright disputes, bullying or harassment. Teamwork breaks down, morale drops, and projects grind to a halt. Organizations feel the hit with wasted talent, high absenteeism, and increased staff turnover.

But conflict can be resolved. What's more, it can bring issues to light, strengthen relationships, and spark innovation – so long as you don't try to ignore it!

In this article, we'll explore different types of conflict, what causes conflict, and how to reach a positive outcome when you find yourself in conflict with a co-worker. (To identify the signs of conflict occurring between other people and to help them overcome their conflict with one another, we recommend our follow-on article, Resolving Team Conflict .)

Conflict Resolution Definition

Generally, workplace conflicts fall into two categories:

• Personality conflict or disagreements between individuals. These clashes are driven and perpetuated by emotions such as anger, stress and frustration.
• Substantive conflict is tangible and task-related, like the decisions leaders make, the performance of a team member, or your company's direction.

If unaddressed, both can spiral into wider conflict between teams, departments or businesses. Conflict resolution can be defined as the process of identifying, addressing, and resolving disagreements or disputes among employees in a professional setting, thereby fostering a positive and productive work environment.

What Causes Conflict at Work?

Some of the most common causes of workplace conflict are:

• Unclear responsibilities . Some team members may feel they do more work than others, or resent those who seem to have fewer responsibilities. Blame and frustration can build due to duplicated work or unfinished tasks.
• Competition for resources . Time, money, materials, equipment, and skillsets are finite resources. Competition for them can lead to conflict.
• Different interests . People may focus on personal or departmental goals over organizational ones. Or be held up and frustrated by others who they rely on to do their jobs effectively.

Read our article on Bell and Hart's Eight Causes of Conflict for more sources of – and solutions to – disputes.

Five Conflict Resolution Strategies

When you find yourself in a conflict situation, these five strategies will help you to resolve disagreements quickly and effectively:

1. Raise the Issue Early

Keeping quiet only lets resentment fester. Equally, speaking with other people first can fuel rumor and misunderstanding.

So, whether you're battling over the thermostat or feel that you're being micromanaged, be direct and talk with the other party. However, if you're afraid of making that approach, or worry that it may make the problem worse, speak with your manager first, or your HR department if the other party is your manager.

Either way, be assertive (not aggressive) and speak openly. This will encourage others to do the same – and you can get to the root cause of a problem before it escalates.

2. Manage Your Emotions

Choose your timing when you talk to someone about the conflict. If you're angry, you may say something you'll regret and inflame the situation. Be careful to avoid playing the blame game .

So stay calm, collect yourself, and ask, "What is it I want to achieve here?", "What are the issues I'm having?" and "What is it that I would like to see?"

See our article Managing Your Emotions at Work for more insight and tips.

3. Show Empathy

When you talk to someone about a conflict, it's natural to want to state your own case, rather than hear out the other side. But when two people do this, the conversation goes in circles.

Instead, invite the other party to describe their position, ask how they think they might resolve the issue, and listen with empathy .

Putting yourself in the other person's shoes is an essential part of negotiation. This helps you to build mutual respect and understanding – and to achieve an outcome that satisfies both parties.

4. Practice Active Listening

To identify the source of the conflict you have to really listen. To listen actively:

• Paraphrase the other party's points to show you're listening and really understand them.
• Look out for non-verbal signals that contradict what they are saying, such as a hesitant tone behind positive words. Bring these out into the open sensitively to address them together.
• Use appropriate body language , such as nodding your head, to show interest and to make it clear that you're following them.

Go further with Empathic Listening or Mindful Listening .

5. Acknowledge Criticism

Some of the things the other person tells you may be difficult to hear. But remember that criticism or constructive feedback is about job behaviors and not you as a person.

So, keep an open mind and use criticism to help you to identify areas to improve, perform better next time, and grow.

Glasers' Three-Step Strategy for Conflict Resolution

Conflict management consultants Peter and Susan Glaser recommend a three-step strategy for resolving conflict, and it draws on many of the skills we've looked at above. You can hear the Glasers talking about their model in our exclusive interview with them. [1]

The steps for these conflict resolution skills are:

• Prove that you understand their side.
• Acknowledge that you are part of the problem.
• Try again if the conversation didn't go well.

Let's try a training exercise and apply each step to a fictional conflict resolution scenario.

Conflict Resolution Training Example

Imagine that the heads of two departments are in conflict. Product Manager Sayid changed the price of a product without letting Marketing Manager Gayanne know. As a result, the marketing team sent out an email to customers with incorrect prices. They had to send out a follow-up email apologizing for the error, and make good on the price some customers paid for the product.

1. Prove That You Understand Their Side

Instead of blaming Sayid, Gayanne asks him how he came to make the decision. She uses her questioning and listening skills to get the information she needs and to show that she's truly hearing Sayid's response.

She discovers that Sayid was pressured by a major client to drop the price or risk losing a contract. She empathizes , saying, "Yes, I've had difficulties with that client before, too."

As Susan Glaser says, "Only when you believe that I understand you, will you be willing to try to understand my perspective." [2]

2. Acknowledge That You Are Part of the Problem

If you're in conflict with someone, it's unlikely you're free of all blame. So admit your part in it. This leads to mutual trust, a better understanding of one another, and makes it easier to find a solution.

In our scenario, Gayanne could say to Sayid, "I should have shared our marketing strategy and email send dates with you. I'll do that right away."

3. Try Again if the Conversation Doesn't Go Well

Despite the progress they've made, relations between the two managers remain frosty, so Sayid calls Gayanne the following week. He says, "I was thinking about our conversation, and I'd like to try again because I'm not happy with how it went. I've had time to take your points on board, and I'd like to talk about how we can work together better going forward."

Remember that you get more than one shot at resolving a conflict. Susan Glaser says, "There's a myth that if we have a bad conversation with someone it's over. In fact, 'do overs' are powerful." [3]

Frequently Asked Questions

Why is conflict resolution important in the workplace?

Unresolved conflicts can hinder productivity and damage team dynamics. Effective conflict resolution helps maintain a positive work environment, promotes collaboration, and ensures issues are addressed before they escalate.

What are some common sources of workplace conflicts?

Workplace conflicts can arise from differences in communication styles, conflicting goals, personality clashes, misunderstandings, resource allocation, or competing priorities. Recognizing these sources is crucial for timely intervention.

How can a team manager effectively address conflicts among team members?

A team manager should act as a mediator and facilitator. Begin by listening to both sides, understanding perspectives, and acknowledging emotions. Encourage open dialogue, find common ground, and work together to find a solution that is fair and beneficial for all parties.

What strategies can managers employ to prevent conflicts from escalating?

Managers can implement proactive measures such as fostering a transparent communication culture, setting clear expectations, defining roles and responsibilities, and promoting team-building activities. By addressing potential sources of conflict early on, managers can prevent minor issues from turning into major disputes.

How does effective conflict resolution contribute to team productivity?

Resolving conflicts promptly maintains a harmonious working environment where team members feel valued and understood. This leads to improved morale, increased focus on tasks, and a more efficient workflow, ultimately enhancing overall team productivity.

When is it appropriate to involve higher management in conflict resolution?

Involving higher management should be considered when conflicts cannot be resolved at the team level or when the conflicts involve larger organizational issues. Higher management can provide a neutral perspective and additional resources to facilitate resolution.

Conflict is common in the workplace. The biggest mistake you can make is to do nothing. Unresolved tensions can affect the health and performance of people and organizations.

So, hone these five conflict resolution skills to pre-empt, manage and fix conflicts with your co-workers:

• Raise the issue early.
• Manage your emotions.
• Show empathy.
• Practice active listening.
• Acknowledge criticism.

Then try the Glasers' three-step conflict resolution strategy to resolve issues together:

• Try again if the conversation doesn't go well.

In the process, you may even discover positives such as improved processes, strengthened relationships, and innovation!

[1] [2] [3] Mind Tools interview with Peter A. Glaser, Ph.D. and Susan R. Glaser. Available here .

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• 11 Benefits of teamwork in the workplac ...

11 Benefits of teamwork in the workplace (with examples)

Teamwork is one of the most important tools when it comes to organizational efficiency. Though we can all agree that teamwork is important, not everyone realizes just how impactful it is in the workplace. Teamwork in the workplace is when a group of individuals work together toward a collective goal in an efficient manner. When multiple people work together toward a common goal, your business can flourish. 

We’ve rounded up 11 top benefits of teamwork in the workplace, with examples throughout to help you better understand just how important teamwork is. Ready to work on teamwork? Let’s dive in.

What is teamwork?

Teamwork is the process of working collaboratively with a group of people to achieve a specific goal. It involves the combined efforts of individual members who bring their unique knowledge and skills to the table. Effective teamwork in the workplace relies on key components such as active listening and open communication, and ensures each person's input contributes towards reaching the team's goals.

Why is teamwork important?

Teamwork in the workplace is important because it supports an organization's operational efficiency. Strong team dynamics enable individual members to divide complex projects into manageable tasks, which enhance productivity and enable an organization to function more effectively. Moreover, successful teamwork creates a supportive network that can significantly enhance job satisfaction and employee morale.

Benefits of teamwork in the workplace

1. teamwork cultivates effective communication.

Effective teamwork in the workplace starts with solid communication . In order to work together—whether when ideating or working on a new project—you need to communicate to create cohesion and clear goals.

Communication starts by building camaraderie and team synergy . A great way to do this is by organizing team building activities. This could be a quick icebreaker at the beginning of a meeting or a whole day spent solving fictional problems with teammates. 

A successful team that demonstrates clear communication is more efficient and productive. Not to mention it creates an enjoyable work environment. 

Communication example: Daniella and Kabir are working on a project task together. Kabir is confused when reviewing the project notes so he messages Daniella to ask for help. They hop on a quick call and work through the problem together. By working as a team, they effectively communicated and were able to complete the task the same day. 

Tip: Take communication one step further by keeping tasks and collaboration in a shared digital space. That way, everyone can stay on the same page, no matter where they are.

 2. Teamwork improves brainstorming

Brainstorming is a powerful method that helps teams think outside of the box. It involves individuals working together by communicating ideas for a number of initiatives. These could include projects, processes, products, and services. 

Good teamwork means your team communicates and feels comfortable sharing their thoughts and ideas. Without teamwork, your brainstorming sessions could suffer, and, in turn, so could your team’s quality and performance. 

Ultimately, the success of brainstorming sessions relies on solid teamwork in the workplace. By investing time to foster trust and open communication, every individual’s potential can be maximized, benefiting the whole team. You can do this by connecting in a one on one setting regularly and encouraging team members to share their insights. 

Brainstorming example: Kat needs to come up with three design ideas for a new landing page. Instead of ideating by herself, she asks the team to join in on a brainstorming session. Since there are many team members sharing ideas, Kat receives more than enough ideas to get started. 

Tip: Check out 29 brainstorming techniques to help spark creativity within your team. 

3. Teamwork encourages a common goal

Having a common goal in mind is essential when it comes to prioritizing projects and new initiatives. With multiple team members working on individual tasks, a project goal helps keep deliverables aligned and ensures objectives are met. 

There are a number of ways you can communicate a goal in a way that both encourages teamwork in the workplace and promotes collaboration. These include:

Business case : A business case is a document that details the value of a project or initiative. This ensures each team member has the same starting point before diving into a project.

Team meeting: Meetings are a great way to get your team in one place to communicate expectations and work together. Having an initial meeting—as well as a post mortem meeting once the project is over—can help determine deliverables and ensure objectives were met. 

Timeline software : Timeline tools can help your team visualize the work you need to complete and how you’ll hit your project goals. Clarifying task due dates and dependencies unlocks teamwork and allows team members to thrive. 

Goal-oriented example: Kat is leading a meeting on a new process that’s being put into place. Kabir asks what the purpose of the process is. Kat explains that they’ll be adding a new tool to their scheduling process to automate some of the team’s work, like tedious and time consuming tasks. Now, the team understands the underlying goal.

Tip: Align tasks to goals using goal-setting software that helps you achieve progress and keeps team members on the right track every step of the way.

4. Teamwork in the workplace improves problem solving skills

Problems can be difficult to solve on your own. That’s why working together as a team can offer quicker and often more effective solutions. 

Not only does this help create an efficient process for problem solving, but using teamwork creates shared goals.

Problem solving example: Project manager Kat finds out there is an issue with image implementation that’s postponing the project launch date. Instead of trying to solve it alone, she enlists her team in a brainstorming session to come up with solutions. Because she asked her team for help, she was able to co-create a solution in just an hour, as opposed to what could have taken days by herself. 

Tip: Practice problem solving as a group by using team building activites to motivate your team members to feel confident in their solutions. 

5. Teamwork helps build trust

Trust in the workplace is something that is built over time. It takes transparent communication, one-on-one sessions, and support to build that trust with team members. 

A team that trusts each other feels comfortable communicating ideas, collaborating in the workplace , and growing individual strength. Not just that, but they also feel a sense of belonging within the group. 

The absence of teamwork in the workplace can lead to a breakdown in trust. This can result in team members feeling isolated and turning competitive, focusing on individual achievements over team success, which can undermine both morale and performance. 

Trust example: Ray has a task that’s overdue. His manager, Kabir, offers to sit down with him and offer support. Afterward, Ray feels relieved and has the confidence to complete the task. Next time he has an issue, he knows he can reach out to Kabir for support. 

Tip: Building teamwork in the workplace goes beyond the daily tasks; it's about connecting with your team members on a personal level. Figuring out what makes them unique is a great way to build trust over time. 

6. Teamwork improves company culture

Most companies strive for a good organizational culture , but it’s not as easy as having chats at the water cooler or a monthly pizza party. Company culture involves making your team members feel heard and empowered to do their best work while offering them work-life balance and an overall enjoyable work environment. 

To build culture, encourage camaraderie and teamwork in the workplace. Spending time with one another can help build this bond and, in turn, improve working relationships and the culture around the (virtual) office. 

Culture example: Kabir’s team has a huddle every Monday where they share what they did over the weekend and any upcoming projects for the week. Since they get to talk about both personal and work-related topics, the team enjoys their Monday meeting. In fact, communication and overall culture have improved since the team began meeting on Mondays. 

Tip: Build shared values by giving team members the opportunity to share the values they think are important. 

7. Teamwork creates efficiency

From communicating effectively to improving company culture, teamwork drives many benefits, including creating team efficiency . An efficient team works together to quickly manage problems and daily tasks. As a result, efficient teams use resources more effectively and reach their deliverables faster. When it comes to organizational growth, few strategies are as impactful as cultivating streamlined efficiency through teamwork in the workplace. Such cohesion is instrumental in fostering innovative solutions while maintaining consistent quality.

Efficiency example: There’s a new project on the horizon for Ray and his team. Ray’s first instinct was to ask Kat, his senior specialist, to tackle it since she’s the best fit to handle the task. After analyzing the difficulty of the project, he decides to have his entire team tackle it together. To his surprise, they completed the project in just half the initial timeline.

Tip: To encourage efficiency across projects, align your team using one work management tool. That way, everyone can clearly see the goals you’re working towards, the timeline for that work, and who's responsible for what.

8. Teamwork increases employee engagement

A little known secret to fostering long-term happiness and engagement is to nurture teamwork in the workplace. When team members feel part of a supportive group, they're more likely to be content and involved, which naturally boosts their work satisfaction over time. 

To increase employee engagement, encourage teamwork inside and outside of work. Schedule time for your team to connect about more than just work. Your team will feel more open when working in a group, which leads to a higher retention rate. 

Engagement example: Kat’s team has been working hard on a top priority project. Unfortunately, issues arose and now they have to stay late to finish the project before the weekend. Kat knows that she needs to do something to keep the team’s spirits and energy up. She decides to start the evening with a team building activity. This immediately engages the team and gets everyone excited to put their heads together and finish the project off strong.

Tip: Make your virtual meetings more engaging by starting them off with a quick ice breaker question to lighten up the mood. 

9. Teamwork motivates high performing teams

Accountability is a powerful motivator, and teamwork in the workplace is a surefire way to instill this sense of responsibility. It spurs team members not just to meet expectations, but to exceed them and willingly contribute their best ideas to the group's endeavors. The higher performing each team member is, the higher performing your overall team will be, meaning you can create high quality work more efficiently. Not only is a high performing team good for your company, but it also helps job satisfaction, as doing well will motivate individuals to continue growing their skillset.

High performing example: It’s team review time and Kat gets a shoutout at all hands for implementing a new process to increase productivity. Kabir, a new team member, feels empowered to work hard and will receive a superb review next quarter. 

Tip: High performing teams are usually made up of individuals who seek motivation from within, otherwise known as intrinsic motivation . 

10. Teamwork in the workplace develops individual strengths

Teamwork isn’t just about team success—it also supports individual development as well. Team members who grow their individual knowledge can then share that with others during future projects. 

The result: Individual team members grow their own strengths as well as the strengths of the team. These could include your ability to problem solve, effectively communicate , and combat procrastination—all of which are important skill sets to develop in the workplace. 

Individual strengths teamwork example: Kabir is new to the team and working on his first task. He’s a little stuck so he reaches out to a team member for help. Kat shares her tips on how she works on a similar task. She even shares a tool that Kabir didn’t know about. This helps him complete the task more efficiently.

Tip: If a team member can complete a task just as well as you could, delegate it without intervening. This allows your team members to grow their individual strengths and skills. 

11. Teamwork improves decision making skills

While problem solving and decision making sound similar, decision making skills are all encompassing. To be good at decision making, you need the confidence to make quick decisions based on the knowledge you’ve gathered in your role. 

Teamwork in the workplace is invaluable for improving decision-making abilities. It creates an environment where team members are encouraged to tackle questions and make decisions promptly, which is essential for real-time problem-solving.

Decision making teamwork example: Kabir is leading his first team meeting for a new project. As he’s explaining the upcoming timeline and deliverables, an executive asks who will be working on the project. Kabir is quick to answer confidently, as he’s already brainstormed with his team on who will tackle what. 

Tip: Encourage teamwork in the workplace by inviting team members to actively participate in important meetings, such as by presenting their solutions. This gets them used to explaining their thought process in front of other team members. 

How to improve teamwork in the workplace

Improving teamwork in the workplace is about fostering an environment that values the contributions of all team members and encourages collaborative efforts towards shared goals . It involves enhancing teamwork skills across the board. Here are seven steps you can take to foster great teamwork.

Clarify roles and responsibilities. Assign clear goals based on desired outcomes, allowing employees to understand their objectives. For instance, a designer might be tasked with improving user experience, as measured by customer feedback, rather than just completing a set number of designs.

Establish outcome-based expectations. Shift the focus from processes to results, which urges team members to think strategically about accomplishing their objectives. For example, this method could lead a sales team to prioritize closing deals that align with long-term business strategy over merely hitting short-term numbers.

Set standards of excellence. Define what high-quality work looks like for each position and establish performance benchmarks. A customer service rep, for example, would aim for swift resolution times and high satisfaction ratings, setting a clear target to strive towards.

Provide time for self-reflection. Allocate time for individuals to assess their strengths and passions. A software engineer might discover their knack for algorithm optimization, steering them towards new learning opportunities.

Align strengths with tasks. Give individual team members roles that capitalize on their strongest skills. When a marketing analyst with a talent for data visualization is tasked with creating campaign performance reports, their skill set directly enhances the value of the work produced.

Foster an atmosphere of trust and openness. Cultivate an environment that values teamwork in the workplace through sharing and open communication between colleagues. By establishing regular "open floor" meetings, team members can freely exchange innovative ideas and feedback, bolstering team performance.

Encourage continuous improvement. Establish a routine of constructive feedback, supporting personal and professional growth. This approach might involve quarterly performance discussions that not only review past achievements but also set actionable objectives for skills and career development.

Teamwork in the workplace FAQ

What are the benefits of working in teams .

Working in teams is beneficial because it allows for the division of difficult tasks, making complex projects more manageable and enabling solutions that leverage diverse skill sets. Teamwork in the workplace fosters a collaborative environment where each person contributes different perspectives, which can lead to more innovative solutions and shared success.

How do you demonstrate teamwork skills at work? 

Demonstrating teamwork skills at work involves actively listening to colleagues, contributing ideas, and showing reliability. Being part of a team means collaborating effectively, whether in person or virtually, and supporting others in achieving shared goals. Teamwork in the workplace is about being adaptable, communicative, and committed to the team’s success.

What makes a good team? 

A good team operates with a strong sense of unity and shared purpose. Its members possess complementary skills, and there's a balance of roles that ensures all necessary tasks are handled efficiently. Strong teamwork in the workplace embraces open communication, respects each other's contributions, and is focused on achieving collective goals.

Why is teamwork important in business? 

Teamwork is important in business because it brings together different viewpoints and improves problem-solving capabilities. It fosters efficiency and productivity, as tasks are completed faster with collaborative effort. The importance of teamwork in the workplace is also evident in driving innovation, as employees are encouraged to brainstorm and contribute ideas in a supportive setting. Plus, when teamwork is strong, it can lead to improved employee morale and job satisfaction.

Drive teamwork through communication

Teamwork is a valuable tool to use in the workplace that comes with a multitude of benefits. From building trust to encouraging problem solving skills, teamwork brings your team together and creates clear communication. 

If you want to encourage teamwork in the workplace, try work management software. Make working on common goals easier and keep communication streamlined.

Related resources

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Fix these common onboarding challenges to boost productivity

How Asana uses work management to optimize resource planning

How Asana uses work management for organizational planning

Understanding the importance of communication in teamwork

Imagine stepping into a modern team environment where one element ties everyone together, enabling success and fostering unity. Can you guess what this key element is?

Often, it's communication. 

Communication is not just about passing information around; it may be the glue that holds the team together , facilitating problem-solving and decision-making while promoting a sense of togetherness.

This article will explore this world of teamwork and communication, working through how fostering the two could improve job satisfaction and more. Read on to learn how effective communication can build lasting, positive relationships at work, and why it's a top priority at many successful businesses.

The essence of team communication

Team communication is the process by which information, ideas, and thoughts are discussed among fellow members within an organization. These channels could include written communication, verbal discussions, digital interactions, or non-verbal cues like body language. Each team member plays a crucial role in ensuring the smooth flow of information, contributing to the company's intelligence and efficiency.

Effective communication in a team often fosters transparency, builds trust, enhances collaboration, and, ultimately, leads to better performance. In contrast, poor communication often results in misunderstandings, confusion, low morale, and decreased productivity. Good communication practices can also empower teams to not only exchange information and ideas effectively but could also boost team morale while increasing job satisfaction.

Further, healthy group communication may form the backbone of team collaboration. The ability to exchange ideas and build on others' perspectives could lead to creative problem-solving and innovative solutions. Regular team meetings, brainstorming sessions, and group discussions can enhance this collaborative spirit, potentially leading to a more engaged and productive team.

The next sections will reveal the different components that are often needed for healthy and productive team communication. In uncovering these central tenets, you may enhance your understanding of how important communication can promote success and satisfaction in the workplace.

Unpacking effective team communication

The role of team leaders in cultivating good communication.

A key component that can promote success in your team's collaborative efforts is a positive role model in leadership who cultivates healthy communication. A team leader often models effective communication when they promote communication feedback loops that build trust and confidence between all members of the group.

The team leader can be crucial in setting up robust communication channels. They often lay the groundwork for open dialogues, stimulate active participation, and ensure they hear each team member's voice. By welcoming different communication styles and facilitating dialogues, leaders can notably improve the team's communication flow and nurture an inclusive culture.

The role of body language in communication

While verbal and written communication may be paramount, non-verbal cues and body language could be just as important. In fact, research has shown that up to 93% of communication is influenced by tone, attitude, and body language , with body language accounting for 55% of this number.

Body language could consist of our facial expressions, gestures, touching, postural changes, body positioning, or eye contact. How we use these different facets of body language can greatly influence the social and professional environment in the workplace. Effective body language , such as maintaining eye contact, nodding in agreement, and displaying open postures, can convey a sense of engagement and empathy, potentially adding depth to the workplace communication process.

The role of emotional intelligence in effective communication

As body language may greatly influence the tone of communication, emotions and feelings may also contribute to its success. While maintaining a professional attitude may be important, you might also consider that we are all human, with a full spectrum of emotions and not just cogs in a corporate machine. Emotional intelligence , defined as recognizing and understanding our own emotions and those of others, may play a critical role in how we communicate effectively. 

Mutual awareness of emotional intelligence can help us manage our responses and navigate social interactions more effectively, potentially enhancing team communication.

Team members with elevated emotional intelligence may be more empathetic, understanding, or better listeners. They may perceive non-verbal cues, like body language, and respond in ways that foster positive interactions.

Exploring the implications of written communication

Written communication may be vital to fruitful workplace interactions, often providing a record of decisions and instructions. Articulated emails, project proposals, meeting minutes, or team reports can help reduce ambiguity and improve team understanding. However, a balanced written and verbal communication mix is often pivotal in avoiding misinterpretations or miscommunications and fostering human connections.

Technology and communication in teamwork

In our increasingly digital world, technology is often a significant player in how teams communicate. Platforms for video conferencing, project management, and instant messaging have transformed how many companies connect and collaborate. 

However, consider whether technology is enhancing workplace communication or complicating it. Choosing the right tools that align with your team's needs can foster efficient communication and collaboration, no matter where your team members are.

Cultivating positive work relationships through strong team communication

Through strong team communication, teams can foster positive work relationships. An environment where everyone feels heard and appreciated can foster mutual respect and collaboration. Constructive feedback, recognition of efforts, and consistent communication may contribute to building positive relationships and a healthy work environment. In cultivating these positive work relationships through strong team communication, a workplace could be characterized by a positive atmosphere modeled in job satisfaction, trust, and mutual respect. Consider the following points.

Harnessing the power of strong communication for team success

Strong communication often is not just about clear expression; it may also involve active listening , understanding, and responding effectively. Teams prioritizing these elements may be more successful, as they are often better equipped to navigate challenges, manage conflicts, and leverage diverse ideas for growth.

Communication and trust: A dynamic duo

Trust is often the foundation upon which positive work relationships are built, and communication may be key to building this trust. Open, transparent conversations can create an environment of mutual respect and understanding.

When team leaders and members express their thoughts and listen actively, it may foster trust, integrity, and collaboration. This openness often is not just about speaking up; it may also be about being willing to actively listen to what others are saying and without judgment or criticism.

The relationship between good communication and job satisfaction

The benefits of good communication often extend beyond operational efficiency. It could directly influence job satisfaction, creating a sense of belonging among team members. Open communication channels may allow team members to express their ideas, concerns, and feedback without fear of reprisal, often leading to a more enjoyable and fulfilling work experience. Furthermore, leaders who encourage positive and healthy communication are often more likely to reach business goals, which in turn could promote a sense of pride in the workplace and increased job satisfaction.

The art of giving and receiving feedback

Feedback is often a two-way street and a crucial part of team growth. Constructive feedback may help us learn and improve our work. Encouraging a culture where feedback is discussed openly and positively can greatly improve a team's dynamics and performance. This often applies to feedback that is presented to promote growth and learning as opposed to feedback that aims to criticize or demotivate.

Communication breakdown: A barrier to team success

Sometimes, things do not go as smoothly as we would prefer. We have discussed the ideal scenario where effective communication ties everyone together, boosting team collaboration. But what happens when communication breaks down or when messages become muddled or left unsaid?

A communication breakdown could be a wrench in the gears of a well-oiled machine. Teams may depend on seamless team communication to function effectively. When this flow is disrupted, it can lead to a myriad of issues, including conflict, misunderstandings, and decreased productivity. Identifying and addressing these hiccups promptly can help steer the team back on track.

Therapy: A catalyst for enhancing communication and teamwork

In pursuing effective teamwork and optimal communication, one tool that often goes unnoticed is therapy. Therapy isn't just for addressing personal concerns; it can also be a fantastic resource to improve team dynamics and boost communication.

Encouraging emotional openness

Therapy provides a safe space for team members to express their thoughts and feelings openly. It often fosters emotional awareness and empathy, facilitating an environment where team members can understand and appreciate each other's perspectives. This emotional openness can significantly enhance communication quality and deepen the team's bonds.

Unpacking and resolving conflict

No matter how harmonious they are, teams may still encounter conflicts. Group therapy , a type of therapeutic intervention, provides a non-confrontational and constructive platform to unravel these conflicts. 

Therapists facilitate open discussions and equip teams with conflict management strategies. This can turn disagreements into opportunities for growth and learning, often preventing them from becoming sources of discord.

Strengthening interpersonal relationships

Therapy can also enhance interpersonal relationships within a team. Therapeutic exercises designed to promote trust, mutual respect, and understanding can help build stronger connections among team members. Better relationships can lead to improved teamwork, enhanced collaboration, and a more harmonious work environment.

Building communication skills

Therapy can be an excellent medium for honing communication skills. Therapeutic exercises and role-playing scenarios can help team members develop active listening skills, articulate their thoughts more clearly, and learn to provide constructive feedback. With improved communication skills, teams may be able to collaborate more efficiently and effectively.

Enhancing team resilience

Resilience is the ability to bounce back from adversity. Therapy can help teams build this resilience, equipping them with coping strategies and emotional skills to navigate work-related stress and challenges. Resilient teams may be more cohesive and capable of handling pressures and setbacks, potentially leading to improved performance and job satisfaction.

The effectiveness of therapy in enhancing communication and teamwork

Therapy has been widely recognized as an effective tool for enhancing communication skills . Through structured interventions and therapeutic exercises, individuals may learn to express their thoughts and feelings more clearly and listen attentively to others. This enhanced interpersonal communication can translate into improved team dynamics and collaboration.

Moreover, organizations that have implemented therapeutic interventions have observed decreased conflicts and improved conflict resolution strategies . These interventions have enabled teams to address concerns constructively, fostering a more harmonious and cooperative work environment.

Life can be busy, and coordinating schedules can be complicated, especially if you are looking to meet with a therapist for workplace-related guidance. Furthermore, in-person therapy can be inconvenient for those who work remotely. In these cases,  online therapy , where you can meet with a therapist in the comfort of your office, at home or in the workplace, can be an excellent alternative to in-person therapy.

Research supports online therapy platforms as being just as effective as in-person options. A recent meta-analysis published in Clinical Psychology Science and Practice reported that teletherapy resulted in symptom reduction in the majority of clients.

• Embracing Cultural Diversity: How To Build Cultural Competence In Teamwork Medically reviewed by Nikki Ciletti , M.Ed, LPC
• Understanding The Teamwork Definition In Relationships Medically reviewed by Majesty Purvis , LCMHC
• Relationships and Relations

Collaboration in the Workplace: Benefits and Strategies

Learn how collaboration benefits the workplace, key indicators of effective collaboration, and strategies to improve workplace collaboration.

“Collaboration” is a popular buzzword used often in the professional world. Workplace collaboration involves people working together, but the benefits of collaboration extend far beyond helping achieve company goals. Understanding why collaboration in the workplace is so essential and learning how to promote a healthy collaborative environment is vital for business and employee success.

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What does workplace collaboration look like?

Workplace collaboration can take on several forms. In some workplace environments, collaboration may look like individuals working independently to achieve their objectives but checking in with managers or supervisors ensures they stay on track. In other workplaces, collaboration may look like colleagues discussing how to overcome an obstacle and brainstorming new solution ideas together.

It could also look like individuals at different organizations working together to discuss ideas and find ways for their organizations to work cohesively with one another. While employee collaboration between team members, stakeholders, or supervisors can look different depending on the people involved, each dynamic has its benefit to helping the workplace succeed.

In an environment designed for collaboration, you’ll find pervasive elements of trust, honesty, positivity, and empathy within the workplace. Professionals should feel comfortable working with one another and openly communicating their perspectives.

Read more: Company Culture: Why It Matters

Why collaboration improves the workplace

When collaboration occurs within the work environment, professionals can share their knowledge, skill set, and mindset with those around them. This diversity in perspective and ideas can spark creativity and motivation within the company.

Collaborative workplaces tend to be more productive and achieve more complex goals, which can increase performance metrics such as productivity or customer satisfaction. According to a Deloitte study, among employees who collaborate in the workplace, 73 percent do better work, and 60 percent are more innovative[ 1 ]. This substantial increase can be attributed to the power collaboration has to reduce burnout, lower stress, and increase positive feelings toward the task.

According to Gallup, team collaboration within the workplace improves workplace success through two key points: First, professionals in an organization who know their skill set and strengths can form strong relationships with other professionals who complement their strengths. Secondly, these team dynamics can strongly influence business outcomes [ 2 ]. When workplace collaboration is encouraged, employees can maximize their strengths and work together to diversify their skill set through collaboration and help the company reach new goals.

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What does effective collaboration look like?

Effective collaboration should empower everyone involved. Professionals should be able to share ideas, concerns, questions, and thoughts to spark conversation, form connections, and work toward their goals . The workplace environment should feel safe for open communication and interaction. In the modern workplace, effective collaboration may look like the following:

The company forms teams of employees to brainstorm new ideas to existing problems.

Company leadership holds question-and-answer sessions with employees to discuss and share thoughts.

Company leadership encourages employees with different skills to work together on workplace goals.

Each team meeting has a clear objective, and employees work together to meet the common goal.

Employees can add items to meeting agendas before the meeting begins.

Team members divide meeting responsibilities between team members rather than one individual.

Employers encourage employees to form positive relationships. 

Major company decisions made through collective discussion and action.

The company policies reflect the desire to support collaboration.

Teams are diverse and capitalize on employee strengths.

Company leadership encourages the importance of collaboration when onboarding and training new employees.

The company encourages regular small group sessions.

Effective collaboration makes company members feel they belong and have value within the company. This comes from a shared sense of community, connection within the organization, and camaraderie between employees as they work toward common goals.

Collaboration in remote vs. in-person environments

As many companies shift to hybrid or remote environments , company leadership may be concerned about how fewer in-person interactions affect collaboration. Having face-to-face conversations, brainstorming sessions, and team-building exercises has been the norm for teamwork in the workplace. With effective leadership and design, collaboration in a remote or hybrid environment can also be successful. 

To improve remote collaboration, consider implementing times for employees to have casual connections and conversations. These informal gatherings can happen through video conferencing environments such as Zoom. It provides time for one-on-one conversations without the stress and structure of a larger meeting. Another strategy is to continue hosting team bonding sessions over the internet. Playing games such as Bingo, Scattergories, or solving riddles over video calls can help create a casual and fun atmosphere for employees.

When creating a collaborative remote environment, it is vital to ensure teams have the environment required to work together effectively. Teams may work alone and then meet to discuss progress or work online simultaneously. These are asynchronous and synchronous collaboration styles. Working online together can provide additional communication channels to discuss concerns as they arrive. However, only working online may minimize the flexibility and benefits of having a remote or hybrid work environment.

Several meeting structures can encourage relationships while allowing employees to maintain autonomy. In addition to virtual meetings, having in-person events occasionally to help employees “put faces to names” and build connections outside of remote environments can keep relationships strong and foster more personal collaborations.

Strategies to increase workplace collaboration

To increase workplace collaboration, focus on creating an environment of trust and open communication to encourage beneficial interactions and relationship building. Doing so requires setting clear boundaries and working from the top down to design a positive environment. To create this type of workplace, consider implementing the following strategies:

Demonstrate collaboration in leadership positions.

Keep consistent communication through online platforms.

Have several types of meeting structures to connect remote or hybrid employees

Encourage employees to push outside their comfort zone by treating mistakes like opportunities to learn and improve.

Host networking events and company bonding experiences

Celebrate the strengths of individuals.

Create a culture of sharing knowledge and resources.

Continue building your collaboration skills through courses on Coursera designed to expand your workplace success. Start by taking courses such as High Performance Collaboration: Leadership, Teamwork, and Negotiation from Northwestern University or People Analytics , which talks about the basics of collaboration , from the University of Pennsylvania.

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Article sources

Deloitte. “ Delivering on the promise of Digital Collaboration .” Accessed October 19, 2023. 

Gallup. “ How To Improve Teamwork .” Accessed October 19, 2023. 

This content has been made available for informational purposes only. Learners are advised to conduct additional research to ensure that courses and other credentials pursued meet their personal, professional, and financial goals.

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14.3 Problem Solving and Decision Making in Groups

Learning objectives.

• Discuss the common components and characteristics of problems.
• Explain the five steps of the group problem-solving process.
• Describe the brainstorming and discussion that should take place before the group makes a decision.
• Compare and contrast the different decision-making techniques.
• Discuss the various influences on decision making.

Although the steps of problem solving and decision making that we will discuss next may seem obvious, we often don’t think to or choose not to use them. Instead, we start working on a problem and later realize we are lost and have to backtrack. I’m sure we’ve all reached a point in a project or task and had the “OK, now what?” moment. I’ve recently taken up some carpentry projects as a functional hobby, and I have developed a great respect for the importance of advanced planning. It’s frustrating to get to a crucial point in building or fixing something only to realize that you have to unscrew a support board that you already screwed in, have to drive back to the hardware store to get something that you didn’t think to get earlier, or have to completely start over. In this section, we will discuss the group problem-solving process, methods of decision making, and influences on these processes.

Group Problem Solving

The problem-solving process involves thoughts, discussions, actions, and decisions that occur from the first consideration of a problematic situation to the goal. The problems that groups face are varied, but some common problems include budgeting funds, raising funds, planning events, addressing customer or citizen complaints, creating or adapting products or services to fit needs, supporting members, and raising awareness about issues or causes.

Problems of all sorts have three common components (Adams & Galanes, 2009):

• An undesirable situation. When conditions are desirable, there isn’t a problem.
• A desired situation. Even though it may only be a vague idea, there is a drive to better the undesirable situation. The vague idea may develop into a more precise goal that can be achieved, although solutions are not yet generated.
• Obstacles between undesirable and desirable situation. These are things that stand in the way between the current situation and the group’s goal of addressing it. This component of a problem requires the most work, and it is the part where decision making occurs. Some examples of obstacles include limited funding, resources, personnel, time, or information. Obstacles can also take the form of people who are working against the group, including people resistant to change or people who disagree.

Discussion of these three elements of a problem helps the group tailor its problem-solving process, as each problem will vary. While these three general elements are present in each problem, the group should also address specific characteristics of the problem. Five common and important characteristics to consider are task difficulty, number of possible solutions, group member interest in problem, group member familiarity with problem, and the need for solution acceptance (Adams & Galanes, 2009).

• Task difficulty. Difficult tasks are also typically more complex. Groups should be prepared to spend time researching and discussing a difficult and complex task in order to develop a shared foundational knowledge. This typically requires individual work outside of the group and frequent group meetings to share information.
• Number of possible solutions. There are usually multiple ways to solve a problem or complete a task, but some problems have more potential solutions than others. Figuring out how to prepare a beach house for an approaching hurricane is fairly complex and difficult, but there are still a limited number of things to do—for example, taping and boarding up windows; turning off water, electricity, and gas; trimming trees; and securing loose outside objects. Other problems may be more creatively based. For example, designing a new restaurant may entail using some standard solutions but could also entail many different types of innovation with layout and design.
• Group member interest in problem. When group members are interested in the problem, they will be more engaged with the problem-solving process and invested in finding a quality solution. Groups with high interest in and knowledge about the problem may want more freedom to develop and implement solutions, while groups with low interest may prefer a leader who provides structure and direction.
• Group familiarity with problem. Some groups encounter a problem regularly, while other problems are more unique or unexpected. A family who has lived in hurricane alley for decades probably has a better idea of how to prepare its house for a hurricane than does a family that just recently moved from the Midwest. Many groups that rely on funding have to revisit a budget every year, and in recent years, groups have had to get more creative with budgets as funding has been cut in nearly every sector. When group members aren’t familiar with a problem, they will need to do background research on what similar groups have done and may also need to bring in outside experts.
• Need for solution acceptance. In this step, groups must consider how many people the decision will affect and how much “buy-in” from others the group needs in order for their solution to be successfully implemented. Some small groups have many stakeholders on whom the success of a solution depends. Other groups are answerable only to themselves. When a small group is planning on building a new park in a crowded neighborhood or implementing a new policy in a large business, it can be very difficult to develop solutions that will be accepted by all. In such cases, groups will want to poll those who will be affected by the solution and may want to do a pilot implementation to see how people react. Imposing an excellent solution that doesn’t have buy-in from stakeholders can still lead to failure.

Group problem solving can be a confusing puzzle unless it is approached systematically.

Muness Castle – Problem Solving – CC BY-SA 2.0.

Group Problem-Solving Process

There are several variations of similar problem-solving models based on US American scholar John Dewey’s reflective thinking process (Bormann & Bormann, 1988). As you read through the steps in the process, think about how you can apply what we learned regarding the general and specific elements of problems. Some of the following steps are straightforward, and they are things we would logically do when faced with a problem. However, taking a deliberate and systematic approach to problem solving has been shown to benefit group functioning and performance. A deliberate approach is especially beneficial for groups that do not have an established history of working together and will only be able to meet occasionally. Although a group should attend to each step of the process, group leaders or other group members who facilitate problem solving should be cautious not to dogmatically follow each element of the process or force a group along. Such a lack of flexibility could limit group member input and negatively affect the group’s cohesion and climate.

Step 1: Define the Problem

Define the problem by considering the three elements shared by every problem: the current undesirable situation, the goal or more desirable situation, and obstacles in the way (Adams & Galanes, 2009). At this stage, group members share what they know about the current situation, without proposing solutions or evaluating the information. Here are some good questions to ask during this stage: What is the current difficulty? How did we come to know that the difficulty exists? Who/what is involved? Why is it meaningful/urgent/important? What have the effects been so far? What, if any, elements of the difficulty require clarification? At the end of this stage, the group should be able to compose a single sentence that summarizes the problem called a problem statement . Avoid wording in the problem statement or question that hints at potential solutions. A small group formed to investigate ethical violations of city officials could use the following problem statement: “Our state does not currently have a mechanism for citizens to report suspected ethical violations by city officials.”

Step 2: Analyze the Problem

During this step a group should analyze the problem and the group’s relationship to the problem. Whereas the first step involved exploring the “what” related to the problem, this step focuses on the “why.” At this stage, group members can discuss the potential causes of the difficulty. Group members may also want to begin setting out an agenda or timeline for the group’s problem-solving process, looking forward to the other steps. To fully analyze the problem, the group can discuss the five common problem variables discussed before. Here are two examples of questions that the group formed to address ethics violations might ask: Why doesn’t our city have an ethics reporting mechanism? Do cities of similar size have such a mechanism? Once the problem has been analyzed, the group can pose a problem question that will guide the group as it generates possible solutions. “How can citizens report suspected ethical violations of city officials and how will such reports be processed and addressed?” As you can see, the problem question is more complex than the problem statement, since the group has moved on to more in-depth discussion of the problem during step 2.

Step 3: Generate Possible Solutions

During this step, group members generate possible solutions to the problem. Again, solutions should not be evaluated at this point, only proposed and clarified. The question should be what could we do to address this problem, not what should we do to address it. It is perfectly OK for a group member to question another person’s idea by asking something like “What do you mean?” or “Could you explain your reasoning more?” Discussions at this stage may reveal a need to return to previous steps to better define or more fully analyze a problem. Since many problems are multifaceted, it is necessary for group members to generate solutions for each part of the problem separately, making sure to have multiple solutions for each part. Stopping the solution-generating process prematurely can lead to groupthink. For the problem question previously posed, the group would need to generate solutions for all three parts of the problem included in the question. Possible solutions for the first part of the problem (How can citizens report ethical violations?) may include “online reporting system, e-mail, in-person, anonymously, on-the-record,” and so on. Possible solutions for the second part of the problem (How will reports be processed?) may include “daily by a newly appointed ethics officer, weekly by a nonpartisan nongovernment employee,” and so on. Possible solutions for the third part of the problem (How will reports be addressed?) may include “by a newly appointed ethics commission, by the accused’s supervisor, by the city manager,” and so on.

Step 4: Evaluate Solutions

During this step, solutions can be critically evaluated based on their credibility, completeness, and worth. Once the potential solutions have been narrowed based on more obvious differences in relevance and/or merit, the group should analyze each solution based on its potential effects—especially negative effects. Groups that are required to report the rationale for their decision or whose decisions may be subject to public scrutiny would be wise to make a set list of criteria for evaluating each solution. Additionally, solutions can be evaluated based on how well they fit with the group’s charge and the abilities of the group. To do this, group members may ask, “Does this solution live up to the original purpose or mission of the group?” and “Can the solution actually be implemented with our current resources and connections?” and “How will this solution be supported, funded, enforced, and assessed?” Secondary tensions and substantive conflict, two concepts discussed earlier, emerge during this step of problem solving, and group members will need to employ effective critical thinking and listening skills.

Decision making is part of the larger process of problem solving and it plays a prominent role in this step. While there are several fairly similar models for problem solving, there are many varied decision-making techniques that groups can use. For example, to narrow the list of proposed solutions, group members may decide by majority vote, by weighing the pros and cons, or by discussing them until a consensus is reached. There are also more complex decision-making models like the “six hats method,” which we will discuss later. Once the final decision is reached, the group leader or facilitator should confirm that the group is in agreement. It may be beneficial to let the group break for a while or even to delay the final decision until a later meeting to allow people time to evaluate it outside of the group context.

Step 5: Implement and Assess the Solution

Implementing the solution requires some advanced planning, and it should not be rushed unless the group is operating under strict time restraints or delay may lead to some kind of harm. Although some solutions can be implemented immediately, others may take days, months, or years. As was noted earlier, it may be beneficial for groups to poll those who will be affected by the solution as to their opinion of it or even to do a pilot test to observe the effectiveness of the solution and how people react to it. Before implementation, groups should also determine how and when they would assess the effectiveness of the solution by asking, “How will we know if the solution is working or not?” Since solution assessment will vary based on whether or not the group is disbanded, groups should also consider the following questions: If the group disbands after implementation, who will be responsible for assessing the solution? If the solution fails, will the same group reconvene or will a new group be formed?

Once a solution has been reached and the group has the “green light” to implement it, it should proceed deliberately and cautiously, making sure to consider possible consequences and address them as needed.

Jocko Benoit – Prodigal Light – CC BY-NC-ND 2.0.

Certain elements of the solution may need to be delegated out to various people inside and outside the group. Group members may also be assigned to implement a particular part of the solution based on their role in the decision making or because it connects to their area of expertise. Likewise, group members may be tasked with publicizing the solution or “selling” it to a particular group of stakeholders. Last, the group should consider its future. In some cases, the group will get to decide if it will stay together and continue working on other tasks or if it will disband. In other cases, outside forces determine the group’s fate.

“Getting Competent”

Problem Solving and Group Presentations

Giving a group presentation requires that individual group members and the group as a whole solve many problems and make many decisions. Although having more people involved in a presentation increases logistical difficulties and has the potential to create more conflict, a well-prepared and well-delivered group presentation can be more engaging and effective than a typical presentation. The main problems facing a group giving a presentation are (1) dividing responsibilities, (2) coordinating schedules and time management, and (3) working out the logistics of the presentation delivery.

In terms of dividing responsibilities, assigning individual work at the first meeting and then trying to fit it all together before the presentation (which is what many college students do when faced with a group project) is not the recommended method. Integrating content and visual aids created by several different people into a seamless final product takes time and effort, and the person “stuck” with this job at the end usually ends up developing some resentment toward his or her group members. While it’s OK for group members to do work independently outside of group meetings, spend time working together to help set up some standards for content and formatting expectations that will help make later integration of work easier. Taking the time to complete one part of the presentation together can help set those standards for later individual work. Discuss the roles that various group members will play openly so there isn’t role confusion. There could be one point person for keeping track of the group’s progress and schedule, one point person for communication, one point person for content integration, one point person for visual aids, and so on. Each person shouldn’t do all that work on his or her own but help focus the group’s attention on his or her specific area during group meetings (Stanton, 2009).

Scheduling group meetings is one of the most challenging problems groups face, given people’s busy lives. From the beginning, it should be clearly communicated that the group needs to spend considerable time in face-to-face meetings, and group members should know that they may have to make an occasional sacrifice to attend. Especially important is the commitment to scheduling time to rehearse the presentation. Consider creating a contract of group guidelines that includes expectations for meeting attendance to increase group members’ commitment.

Group presentations require members to navigate many logistics of their presentation. While it may be easier for a group to assign each member to create a five-minute segment and then transition from one person to the next, this is definitely not the most engaging method. Creating a master presentation and then assigning individual speakers creates a more fluid and dynamic presentation and allows everyone to become familiar with the content, which can help if a person doesn’t show up to present and during the question-and-answer section. Once the content of the presentation is complete, figure out introductions, transitions, visual aids, and the use of time and space (Stanton, 2012). In terms of introductions, figure out if one person will introduce all the speakers at the beginning, if speakers will introduce themselves at the beginning, or if introductions will occur as the presentation progresses. In terms of transitions, make sure each person has included in his or her speaking notes when presentation duties switch from one person to the next. Visual aids have the potential to cause hiccups in a group presentation if they aren’t fluidly integrated. Practicing with visual aids and having one person control them may help prevent this. Know how long your presentation is and know how you’re going to use the space. Presenters should know how long the whole presentation should be and how long each of their segments should be so that everyone can share the responsibility of keeping time. Also consider the size and layout of the presentation space. You don’t want presenters huddled in a corner until it’s their turn to speak or trapped behind furniture when their turn comes around.

• Of the three main problems facing group presenters, which do you think is the most challenging and why?
• Why do you think people tasked with a group presentation (especially students) prefer to divide the parts up and have members work on them independently before coming back together and integrating each part? What problems emerge from this method? In what ways might developing a master presentation and then assigning parts to different speakers be better than the more divided method? What are the drawbacks to the master presentation method?

Decision Making in Groups

We all engage in personal decision making daily, and we all know that some decisions are more difficult than others. When we make decisions in groups, we face some challenges that we do not face in our personal decision making, but we also stand to benefit from some advantages of group decision making (Napier & Gershenfeld, 2004). Group decision making can appear fair and democratic but really only be a gesture that covers up the fact that certain group members or the group leader have already decided. Group decision making also takes more time than individual decisions and can be burdensome if some group members do not do their assigned work, divert the group with self-centered or unproductive role behaviors, or miss meetings. Conversely, though, group decisions are often more informed, since all group members develop a shared understanding of a problem through discussion and debate. The shared understanding may also be more complex and deep than what an individual would develop, because the group members are exposed to a variety of viewpoints that can broaden their own perspectives. Group decisions also benefit from synergy, one of the key advantages of group communication that we discussed earlier. Most groups do not use a specific method of decision making, perhaps thinking that they’ll work things out as they go. This can lead to unequal participation, social loafing, premature decisions, prolonged discussion, and a host of other negative consequences. So in this section we will learn some practices that will prepare us for good decision making and some specific techniques we can use to help us reach a final decision.

Brainstorming before Decision Making

Before groups can make a decision, they need to generate possible solutions to their problem. The most commonly used method is brainstorming, although most people don’t follow the recommended steps of brainstorming. As you’ll recall, brainstorming refers to the quick generation of ideas free of evaluation. The originator of the term brainstorming said the following four rules must be followed for the technique to be effective (Osborn, 1959):

• Evaluation of ideas is forbidden.
• Wild and crazy ideas are encouraged.
• Quantity of ideas, not quality, is the goal.
• New combinations of ideas presented are encouraged.

To make brainstorming more of a decision-making method rather than an idea-generating method, group communication scholars have suggested additional steps that precede and follow brainstorming (Cragan & Wright, 1991).

• Do a warm-up brainstorming session. Some people are more apprehensive about publicly communicating their ideas than others are, and a warm-up session can help ease apprehension and prime group members for task-related idea generation. The warm-up can be initiated by anyone in the group and should only go on for a few minutes. To get things started, a person could ask, “If our group formed a band, what would we be called?” or “What other purposes could a mailbox serve?” In the previous examples, the first warm up gets the group’s more abstract creative juices flowing, while the second focuses more on practical and concrete ideas.
• Do the actual brainstorming session. This session shouldn’t last more than thirty minutes and should follow the four rules of brainstorming mentioned previously. To ensure that the fourth rule is realized, the facilitator could encourage people to piggyback off each other’s ideas.
• Eliminate duplicate ideas. After the brainstorming session is over, group members can eliminate (without evaluating) ideas that are the same or very similar.
• Clarify, organize, and evaluate ideas. Before evaluation, see if any ideas need clarification. Then try to theme or group ideas together in some orderly fashion. Since “wild and crazy” ideas are encouraged, some suggestions may need clarification. If it becomes clear that there isn’t really a foundation to an idea and that it is too vague or abstract and can’t be clarified, it may be eliminated. As a caution though, it may be wise to not throw out off-the-wall ideas that are hard to categorize and to instead put them in a miscellaneous or “wild and crazy” category.

Discussion before Decision Making

The nominal group technique guides decision making through a four-step process that includes idea generation and evaluation and seeks to elicit equal contributions from all group members (Delbecq & Ven de Ven, 1971). This method is useful because the procedure involves all group members systematically, which fixes the problem of uneven participation during discussions. Since everyone contributes to the discussion, this method can also help reduce instances of social loafing. To use the nominal group technique, do the following:

• Silently and individually list ideas.
• Create a master list of ideas.
• Clarify ideas as needed.
• Take a secret vote to rank group members’ acceptance of ideas.

During the first step, have group members work quietly, in the same space, to write down every idea they have to address the task or problem they face. This shouldn’t take more than twenty minutes. Whoever is facilitating the discussion should remind group members to use brainstorming techniques, which means they shouldn’t evaluate ideas as they are generated. Ask group members to remain silent once they’ve finished their list so they do not distract others.

During the second step, the facilitator goes around the group in a consistent order asking each person to share one idea at a time. As the idea is shared, the facilitator records it on a master list that everyone can see. Keep track of how many times each idea comes up, as that could be an idea that warrants more discussion. Continue this process until all the ideas have been shared. As a note to facilitators, some group members may begin to edit their list or self-censor when asked to provide one of their ideas. To limit a person’s apprehension with sharing his or her ideas and to ensure that each idea is shared, I have asked group members to exchange lists with someone else so they can share ideas from the list they receive without fear of being personally judged.

During step three, the facilitator should note that group members can now ask for clarification on ideas on the master list. Do not let this discussion stray into evaluation of ideas. To help avoid an unnecessarily long discussion, it may be useful to go from one person to the next to ask which ideas need clarifying and then go to the originator(s) of the idea in question for clarification.

During the fourth step, members use a voting ballot to rank the acceptability of the ideas on the master list. If the list is long, you may ask group members to rank only their top five or so choices. The facilitator then takes up the secret ballots and reviews them in a random order, noting the rankings of each idea. Ideally, the highest ranked idea can then be discussed and decided on. The nominal group technique does not carry a group all the way through to the point of decision; rather, it sets the group up for a roundtable discussion or use of some other method to evaluate the merits of the top ideas.

Specific Decision-Making Techniques

Some decision-making techniques involve determining a course of action based on the level of agreement among the group members. These methods include majority, expert, authority, and consensus rule. Table 14.1 “Pros and Cons of Agreement-Based Decision-Making Techniques” reviews the pros and cons of each of these methods.

Majority rule is a simple method of decision making based on voting. In most cases a majority is considered half plus one.

Becky McCray – Voting – CC BY-NC-ND 2.0.

Majority rule is a commonly used decision-making technique in which a majority (one-half plus one) must agree before a decision is made. A show-of-hands vote, a paper ballot, or an electronic voting system can determine the majority choice. Many decision-making bodies, including the US House of Representatives, Senate, and Supreme Court, use majority rule to make decisions, which shows that it is often associated with democratic decision making, since each person gets one vote and each vote counts equally. Of course, other individuals and mediated messages can influence a person’s vote, but since the voting power is spread out over all group members, it is not easy for one person or party to take control of the decision-making process. In some cases—for example, to override a presidential veto or to amend the constitution—a super majority of two-thirds may be required to make a decision.

Minority rule is a decision-making technique in which a designated authority or expert has final say over a decision and may or may not consider the input of other group members. When a designated expert makes a decision by minority rule, there may be buy-in from others in the group, especially if the members of the group didn’t have relevant knowledge or expertise. When a designated authority makes decisions, buy-in will vary based on group members’ level of respect for the authority. For example, decisions made by an elected authority may be more accepted by those who elected him or her than by those who didn’t. As with majority rule, this technique can be time saving. Unlike majority rule, one person or party can have control over the decision-making process. This type of decision making is more similar to that used by monarchs and dictators. An obvious negative consequence of this method is that the needs or wants of one person can override the needs and wants of the majority. A minority deciding for the majority has led to negative consequences throughout history. The white Afrikaner minority that ruled South Africa for decades instituted apartheid, which was a system of racial segregation that disenfranchised and oppressed the majority population. The quality of the decision and its fairness really depends on the designated expert or authority.

Consensus rule is a decision-making technique in which all members of the group must agree on the same decision. On rare occasions, a decision may be ideal for all group members, which can lead to unanimous agreement without further debate and discussion. Although this can be positive, be cautious that this isn’t a sign of groupthink. More typically, consensus is reached only after lengthy discussion. On the plus side, consensus often leads to high-quality decisions due to the time and effort it takes to get everyone in agreement. Group members are also more likely to be committed to the decision because of their investment in reaching it. On the negative side, the ultimate decision is often one that all group members can live with but not one that’s ideal for all members. Additionally, the process of arriving at consensus also includes conflict, as people debate ideas and negotiate the interpersonal tensions that may result.

Table 14.1 Pros and Cons of Agreement-Based Decision-Making Techniques

“Getting Critical”

Six Hats Method of Decision Making

Edward de Bono developed the Six Hats method of thinking in the late 1980s, and it has since become a regular feature in decision-making training in business and professional contexts (de Bono, 1985). The method’s popularity lies in its ability to help people get out of habitual ways of thinking and to allow group members to play different roles and see a problem or decision from multiple points of view. The basic idea is that each of the six hats represents a different way of thinking, and when we figuratively switch hats, we switch the way we think. The hats and their style of thinking are as follows:

• White hat. Objective—focuses on seeking information such as data and facts and then processes that information in a neutral way.
• Red hat. Emotional—uses intuition, gut reactions, and feelings to judge information and suggestions.
• Black hat. Negative—focuses on potential risks, points out possibilities for failure, and evaluates information cautiously and defensively.
• Yellow hat. Positive—is optimistic about suggestions and future outcomes, gives constructive and positive feedback, points out benefits and advantages.
• Green hat. Creative—tries to generate new ideas and solutions, thinks “outside the box.”
• Blue hat. Philosophical—uses metacommunication to organize and reflect on the thinking and communication taking place in the group, facilitates who wears what hat and when group members change hats.

Specific sequences or combinations of hats can be used to encourage strategic thinking. For example, the group leader may start off wearing the Blue Hat and suggest that the group start their decision-making process with some “White Hat thinking” in order to process through facts and other available information. During this stage, the group could also process through what other groups have done when faced with a similar problem. Then the leader could begin an evaluation sequence starting with two minutes of “Yellow Hat thinking” to identify potential positive outcomes, then “Black Hat thinking” to allow group members to express reservations about ideas and point out potential problems, then “Red Hat thinking” to get people’s gut reactions to the previous discussion, then “Green Hat thinking” to identify other possible solutions that are more tailored to the group’s situation or completely new approaches. At the end of a sequence, the Blue Hat would want to summarize what was said and begin a new sequence. To successfully use this method, the person wearing the Blue Hat should be familiar with different sequences and plan some of the thinking patterns ahead of time based on the problem and the group members. Each round of thinking should be limited to a certain time frame (two to five minutes) to keep the discussion moving.

• This decision-making method has been praised because it allows group members to “switch gears” in their thinking and allows for role playing, which lets people express ideas more freely. How can this help enhance critical thinking? Which combination of hats do you think would be best for a critical thinking sequence?
• What combinations of hats might be useful if the leader wanted to break the larger group up into pairs and why? For example, what kind of thinking would result from putting Yellow and Red together, Black and White together, or Red and White together, and so on?
• Based on your preferred ways of thinking and your personality, which hat would be the best fit for you? Which would be the most challenging? Why?

Influences on Decision Making

Many factors influence the decision-making process. For example, how might a group’s independence or access to resources affect the decisions they make? What potential advantages and disadvantages come with decisions made by groups that are more or less similar in terms of personality and cultural identities? In this section, we will explore how situational, personality, and cultural influences affect decision making in groups.

Situational Influences on Decision Making

A group’s situational context affects decision making. One key situational element is the degree of freedom that the group has to make its own decisions, secure its own resources, and initiate its own actions. Some groups have to go through multiple approval processes before they can do anything, while others are self-directed, self-governing, and self-sustaining. Another situational influence is uncertainty. In general, groups deal with more uncertainty in decision making than do individuals because of the increased number of variables that comes with adding more people to a situation. Individual group members can’t know what other group members are thinking, whether or not they are doing their work, and how committed they are to the group. So the size of a group is a powerful situational influence, as it adds to uncertainty and complicates communication.

Access to information also influences a group. First, the nature of the group’s task or problem affects its ability to get information. Group members can more easily make decisions about a problem when other groups have similarly experienced it. Even if the problem is complex and serious, the group can learn from other situations and apply what it learns. Second, the group must have access to flows of information. Access to archives, electronic databases, and individuals with relevant experience is necessary to obtain any relevant information about similar problems or to do research on a new or unique problem. In this regard, group members’ formal and information network connections also become important situational influences.

The urgency of a decision can have a major influence on the decision-making process. As a situation becomes more urgent, it requires more specific decision-making methods and types of communication.

Judith E. Bell – Urgent – CC BY-SA 2.0.

The origin and urgency of a problem are also situational factors that influence decision making. In terms of origin, problems usually occur in one of four ways:

• Something goes wrong. Group members must decide how to fix or stop something. Example—a firehouse crew finds out that half of the building is contaminated with mold and must be closed down.
• Expectations change or increase. Group members must innovate more efficient or effective ways of doing something. Example—a firehouse crew finds out that the district they are responsible for is being expanded.
• Something goes wrong and expectations change or increase. Group members must fix/stop and become more efficient/effective. Example—the firehouse crew has to close half the building and must start responding to more calls due to the expanding district.
• The problem existed from the beginning. Group members must go back to the origins of the situation and walk through and analyze the steps again to decide what can be done differently. Example—a firehouse crew has consistently had to work with minimal resources in terms of building space and firefighting tools.

In each of the cases, the need for a decision may be more or less urgent depending on how badly something is going wrong, how high the expectations have been raised, or the degree to which people are fed up with a broken system. Decisions must be made in situations ranging from crisis level to mundane.

Personality Influences on Decision Making

A long-studied typology of value orientations that affect decision making consists of the following types of decision maker: the economic, the aesthetic, the theoretical, the social, the political, and the religious (Spranger, 1928).

• The economic decision maker makes decisions based on what is practical and useful.
• The aesthetic decision maker makes decisions based on form and harmony, desiring a solution that is elegant and in sync with the surroundings.
• The theoretical decision maker wants to discover the truth through rationality.
• The social decision maker emphasizes the personal impact of a decision and sympathizes with those who may be affected by it.
• The political decision maker is interested in power and influence and views people and/or property as divided into groups that have different value.
• The religious decision maker seeks to identify with a larger purpose, works to unify others under that goal, and commits to a viewpoint, often denying one side and being dedicated to the other.

In the United States, economic, political, and theoretical decision making tend to be more prevalent decision-making orientations, which likely corresponds to the individualistic cultural orientation with its emphasis on competition and efficiency. But situational context, as we discussed before, can also influence our decision making.

Personality affects decision making. For example, “economic” decision makers decide based on what is practical and useful.

One Way Stock – Tough Decisions Ahead – CC BY-ND 2.0.

The personalities of group members, especially leaders and other active members, affect the climate of the group. Group member personalities can be categorized based on where they fall on a continuum anchored by the following descriptors: dominant/submissive, friendly/unfriendly, and instrumental/emotional (Cragan & Wright, 1999). The more group members there are in any extreme of these categories, the more likely that the group climate will also shift to resemble those characteristics.

• Dominant versus submissive. Group members that are more dominant act more independently and directly, initiate conversations, take up more space, make more direct eye contact, seek leadership positions, and take control over decision-making processes. More submissive members are reserved, contribute to the group only when asked to, avoid eye contact, and leave their personal needs and thoughts unvoiced or give into the suggestions of others.
• Friendly versus unfriendly. Group members on the friendly side of the continuum find a balance between talking and listening, don’t try to win at the expense of other group members, are flexible but not weak, and value democratic decision making. Unfriendly group members are disagreeable, indifferent, withdrawn, and selfish, which leads them to either not invest in decision making or direct it in their own interest rather than in the interest of the group.
• Instrumental versus emotional. Instrumental group members are emotionally neutral, objective, analytical, task-oriented, and committed followers, which leads them to work hard and contribute to the group’s decision making as long as it is orderly and follows agreed-on rules. Emotional group members are creative, playful, independent, unpredictable, and expressive, which leads them to make rash decisions, resist group norms or decision-making structures, and switch often from relational to task focus.

Cultural Context and Decision Making

Just like neighborhoods, schools, and countries, small groups vary in terms of their degree of similarity and difference. Demographic changes in the United States and increases in technology that can bring different people together make it more likely that we will be interacting in more and more heterogeneous groups (Allen, 2011). Some small groups are more homogenous, meaning the members are more similar, and some are more heterogeneous, meaning the members are more different. Diversity and difference within groups has advantages and disadvantages. In terms of advantages, research finds that, in general, groups that are culturally heterogeneous have better overall performance than more homogenous groups (Haslett & Ruebush, 1999). Additionally, when group members have time to get to know each other and competently communicate across their differences, the advantages of diversity include better decision making due to different perspectives (Thomas, 1999). Unfortunately, groups often operate under time constraints and other pressures that make the possibility for intercultural dialogue and understanding difficult. The main disadvantage of heterogeneous groups is the possibility for conflict, but given that all groups experience conflict, this isn’t solely due to the presence of diversity. We will now look more specifically at how some of the cultural value orientations we’ve learned about already in this book can play out in groups with international diversity and how domestic diversity in terms of demographics can also influence group decision making.

International Diversity in Group Interactions

Cultural value orientations such as individualism/collectivism, power distance, and high-/low-context communication styles all manifest on a continuum of communication behaviors and can influence group decision making. Group members from individualistic cultures are more likely to value task-oriented, efficient, and direct communication. This could manifest in behaviors such as dividing up tasks into individual projects before collaboration begins and then openly debating ideas during discussion and decision making. Additionally, people from cultures that value individualism are more likely to openly express dissent from a decision, essentially expressing their disagreement with the group. Group members from collectivistic cultures are more likely to value relationships over the task at hand. Because of this, they also tend to value conformity and face-saving (often indirect) communication. This could manifest in behaviors such as establishing norms that include periods of socializing to build relationships before task-oriented communication like negotiations begin or norms that limit public disagreement in favor of more indirect communication that doesn’t challenge the face of other group members or the group’s leader. In a group composed of people from a collectivistic culture, each member would likely play harmonizing roles, looking for signs of conflict and resolving them before they become public.

Power distance can also affect group interactions. Some cultures rank higher on power-distance scales, meaning they value hierarchy, make decisions based on status, and believe that people have a set place in society that is fairly unchangeable. Group members from high-power-distance cultures would likely appreciate a strong designated leader who exhibits a more directive leadership style and prefer groups in which members have clear and assigned roles. In a group that is homogenous in terms of having a high-power-distance orientation, members with higher status would be able to openly provide information, and those with lower status may not provide information unless a higher status member explicitly seeks it from them. Low-power-distance cultures do not place as much value and meaning on status and believe that all group members can participate in decision making. Group members from low-power-distance cultures would likely freely speak their mind during a group meeting and prefer a participative leadership style.

How much meaning is conveyed through the context surrounding verbal communication can also affect group communication. Some cultures have a high-context communication style in which much of the meaning in an interaction is conveyed through context such as nonverbal cues and silence. Group members from high-context cultures may avoid saying something directly, assuming that other group members will understand the intended meaning even if the message is indirect. So if someone disagrees with a proposed course of action, he or she may say, “Let’s discuss this tomorrow,” and mean, “I don’t think we should do this.” Such indirect communication is also a face-saving strategy that is common in collectivistic cultures. Other cultures have a low-context communication style that places more importance on the meaning conveyed through words than through context or nonverbal cues. Group members from low-context cultures often say what they mean and mean what they say. For example, if someone doesn’t like an idea, they might say, “I think we should consider more options. This one doesn’t seem like the best we can do.”

In any of these cases, an individual from one culture operating in a group with people of a different cultural orientation could adapt to the expectations of the host culture, especially if that person possesses a high degree of intercultural communication competence (ICC). Additionally, people with high ICC can also adapt to a group member with a different cultural orientation than the host culture. Even though these cultural orientations connect to values that affect our communication in fairly consistent ways, individuals may exhibit different communication behaviors depending on their own individual communication style and the situation.

Domestic Diversity and Group Communication

While it is becoming more likely that we will interact in small groups with international diversity, we are guaranteed to interact in groups that are diverse in terms of the cultural identities found within a single country or the subcultures found within a larger cultural group.

Gender stereotypes sometimes influence the roles that people play within a group. For example, the stereotype that women are more nurturing than men may lead group members (both male and female) to expect that women will play the role of supporters or harmonizers within the group. Since women have primarily performed secretarial work since the 1900s, it may also be expected that women will play the role of recorder. In both of these cases, stereotypical notions of gender place women in roles that are typically not as valued in group communication. The opposite is true for men. In terms of leadership, despite notable exceptions, research shows that men fill an overwhelmingly disproportionate amount of leadership positions. We are socialized to see certain behaviors by men as indicative of leadership abilities, even though they may not be. For example, men are often perceived to contribute more to a group because they tend to speak first when asked a question or to fill a silence and are perceived to talk more about task-related matters than relationally oriented matters. Both of these tendencies create a perception that men are more engaged with the task. Men are also socialized to be more competitive and self-congratulatory, meaning that their communication may be seen as dedicated and their behaviors seen as powerful, and that when their work isn’t noticed they will be more likely to make it known to the group rather than take silent credit. Even though we know that the relational elements of a group are crucial for success, even in high-performance teams, that work is not as valued in our society as the task-related work.

Despite the fact that some communication patterns and behaviors related to our typical (and stereotypical) gender socialization affect how we interact in and form perceptions of others in groups, the differences in group communication that used to be attributed to gender in early group communication research seem to be diminishing. This is likely due to the changing organizational cultures from which much group work emerges, which have now had more than sixty years to adjust to women in the workplace. It is also due to a more nuanced understanding of gender-based research, which doesn’t take a stereotypical view from the beginning as many of the early male researchers did. Now, instead of biological sex being assumed as a factor that creates inherent communication differences, group communication scholars see that men and women both exhibit a range of behaviors that are more or less feminine or masculine. It is these gendered behaviors, and not a person’s gender, that seem to have more of an influence on perceptions of group communication. Interestingly, group interactions are still masculinist in that male and female group members prefer a more masculine communication style for task leaders and that both males and females in this role are more likely to adapt to a more masculine communication style. Conversely, men who take on social-emotional leadership behaviors adopt a more feminine communication style. In short, it seems that although masculine communication traits are more often associated with high status positions in groups, both men and women adapt to this expectation and are evaluated similarly (Haslett & Ruebush, 1999).

Other demographic categories are also influential in group communication and decision making. In general, group members have an easier time communicating when they are more similar than different in terms of race and age. This ease of communication can make group work more efficient, but the homogeneity may sacrifice some creativity. As we learned earlier, groups that are diverse (e.g., they have members of different races and generations) benefit from the diversity of perspectives in terms of the quality of decision making and creativity of output.

In terms of age, for the first time since industrialization began, it is common to have three generations of people (and sometimes four) working side by side in an organizational setting. Although four generations often worked together in early factories, they were segregated based on their age group, and a hierarchy existed with older workers at the top and younger workers at the bottom. Today, however, generations interact regularly, and it is not uncommon for an older person to have a leader or supervisor who is younger than him or her (Allen, 2011). The current generations in the US workplace and consequently in work-based groups include the following:

• The Silent Generation. Born between 1925 and 1942, currently in their midsixties to mideighties, this is the smallest generation in the workforce right now, as many have retired or left for other reasons. This generation includes people who were born during the Great Depression or the early part of World War II, many of whom later fought in the Korean War (Clarke, 1970).
• The Baby Boomers. Born between 1946 and 1964, currently in their late forties to midsixties, this is the largest generation in the workforce right now. Baby boomers are the most populous generation born in US history, and they are working longer than previous generations, which means they will remain the predominant force in organizations for ten to twenty more years.
• Generation X. Born between 1965 and 1981, currently in their early thirties to midforties, this generation was the first to see technology like cell phones and the Internet make its way into classrooms and our daily lives. Compared to previous generations, “Gen-Xers” are more diverse in terms of race, religious beliefs, and sexual orientation and also have a greater appreciation for and understanding of diversity.
• Generation Y. Born between 1982 and 2000, “Millennials” as they are also called are currently in their late teens up to about thirty years old. This generation is not as likely to remember a time without technology such as computers and cell phones. They are just starting to enter into the workforce and have been greatly affected by the economic crisis of the late 2000s, experiencing significantly high unemployment rates.

The benefits and challenges that come with diversity of group members are important to consider. Since we will all work in diverse groups, we should be prepared to address potential challenges in order to reap the benefits. Diverse groups may be wise to coordinate social interactions outside of group time in order to find common ground that can help facilitate interaction and increase group cohesion. We should be sensitive but not let sensitivity create fear of “doing something wrong” that then prevents us from having meaningful interactions. Reviewing Chapter 8 “Culture and Communication” will give you useful knowledge to help you navigate both international and domestic diversity and increase your communication competence in small groups and elsewhere.

Key Takeaways

• Every problem has common components: an undesirable situation, a desired situation, and obstacles between the undesirable and desirable situations. Every problem also has a set of characteristics that vary among problems, including task difficulty, number of possible solutions, group member interest in the problem, group familiarity with the problem, and the need for solution acceptance.

The group problem-solving process has five steps:

• Define the problem by creating a problem statement that summarizes it.
• Analyze the problem and create a problem question that can guide solution generation.
• Generate possible solutions. Possible solutions should be offered and listed without stopping to evaluate each one.
• Evaluate the solutions based on their credibility, completeness, and worth. Groups should also assess the potential effects of the narrowed list of solutions.
• Implement and assess the solution. Aside from enacting the solution, groups should determine how they will know the solution is working or not.
• Before a group makes a decision, it should brainstorm possible solutions. Group communication scholars suggest that groups (1) do a warm-up brainstorming session; (2) do an actual brainstorming session in which ideas are not evaluated, wild ideas are encouraged, quantity not quality of ideas is the goal, and new combinations of ideas are encouraged; (3) eliminate duplicate ideas; and (4) clarify, organize, and evaluate ideas. In order to guide the idea-generation process and invite equal participation from group members, the group may also elect to use the nominal group technique.
• Common decision-making techniques include majority rule, minority rule, and consensus rule. With majority rule, only a majority, usually one-half plus one, must agree before a decision is made. With minority rule, a designated authority or expert has final say over a decision, and the input of group members may or may not be invited or considered. With consensus rule, all members of the group must agree on the same decision.

Several factors influence the decision-making process:

• Situational factors include the degree of freedom a group has to make its own decisions, the level of uncertainty facing the group and its task, the size of the group, the group’s access to information, and the origin and urgency of the problem.
• Personality influences on decision making include a person’s value orientation (economic, aesthetic, theoretical, political, or religious), and personality traits (dominant/submissive, friendly/unfriendly, and instrumental/emotional).
• Cultural influences on decision making include the heterogeneity or homogeneity of the group makeup; cultural values and characteristics such as individualism/collectivism, power distance, and high-/low-context communication styles; and gender and age differences.
• Scenario 1. Task difficulty is high, number of possible solutions is high, group interest in problem is high, group familiarity with problem is low, and need for solution acceptance is high.
• Scenario 2. Task difficulty is low, number of possible solutions is low, group interest in problem is low, group familiarity with problem is high, and need for solution acceptance is low.
• Scenario 1: Academic. A professor asks his or her class to decide whether the final exam should be an in-class or take-home exam.
• Scenario 2: Professional. A group of coworkers must decide which person from their department to nominate for a company-wide award.
• Scenario 3: Personal. A family needs to decide how to divide the belongings and estate of a deceased family member who did not leave a will.
• Scenario 4: Civic. A local branch of a political party needs to decide what five key issues it wants to include in the national party’s platform.
• Group communication researchers have found that heterogeneous groups (composed of diverse members) have advantages over homogenous (more similar) groups. Discuss a group situation you have been in where diversity enhanced your and/or the group’s experience.

Adams, K., and Gloria G. Galanes, Communicating in Groups: Applications and Skills , 7th ed. (Boston, MA: McGraw-Hill, 2009), 220–21.

Allen, B. J., Difference Matters: Communicating Social Identity , 2nd ed. (Long Grove, IL: Waveland, 2011), 5.

Bormann, E. G., and Nancy C. Bormann, Effective Small Group Communication , 4th ed. (Santa Rosa, CA: Burgess CA, 1988), 112–13.

Clarke, G., “The Silent Generation Revisited,” Time, June 29, 1970, 46.

Cragan, J. F., and David W. Wright, Communication in Small Group Discussions: An Integrated Approach , 3rd ed. (St. Paul, MN: West Publishing, 1991), 77–78.

de Bono, E., Six Thinking Hats (Boston, MA: Little, Brown, 1985).

Delbecq, A. L., and Andrew H. Ven de Ven, “A Group Process Model for Problem Identification and Program Planning,” The Journal of Applied Behavioral Science 7, no. 4 (1971): 466–92.

Haslett, B. B., and Jenn Ruebush, “What Differences Do Individual Differences in Groups Make?: The Effects of Individuals, Culture, and Group Composition,” in The Handbook of Group Communication Theory and Research , ed. Lawrence R. Frey (Thousand Oaks, CA: Sage, 1999), 133.

Napier, R. W., and Matti K. Gershenfeld, Groups: Theory and Experience , 7th ed. (Boston, MA: Houghton Mifflin, 2004), 292.

Osborn, A. F., Applied Imagination (New York: Charles Scribner’s Sons, 1959).

Spranger, E., Types of Men (New York: Steckert, 1928).

Stanton, C., “How to Deliver Group Presentations: The Unified Team Approach,” Six Minutes Speaking and Presentation Skills , November 3, 2009, accessed August 28, 2012, http://sixminutes.dlugan.com/group-presentations-unified-team-approach .

Thomas, D. C., “Cultural Diversity and Work Group Effectiveness: An Experimental Study,” Journal of Cross-Cultural Psychology 30, no. 2 (1999): 242–63.

Communication in the Real World Copyright © 2016 by University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

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Conflict Resolution In The Workplace: What Causes It And How To Resolve It

Discover expert strategies for resolving workplace conflicts, such as open communication, collaborative problem-solving, and fostering a positive environment.

Navigating interpersonal dynamics and conflict has become an essential skill for employees and managers alike in the modern workplace. As teams become more diverse and projects more complex, the ability to effectively resolve disagreements has never been more critical.

According to research , a staggering 85% of employees experience conflict in the workplace. This statistic not only underscores the ubiquity of workplace disputes but also highlights the crucial need for effective resolution strategies. 

These conflicts, if left unaddressed, can spiral into larger issues, impacting productivity, morale, and the overall work environment.

From minor disagreements to more significant disputes, the ability to constructively resolve conflicts stands as a cornerstone of a healthy work culture.

In light of this, we delve into the causes of workplace disagreements and uncover 9 strategies aimed at fostering understanding, cooperation, and positive outcomes. This guide seeks to empower individuals at all levels of an organization to address conflicts with confidence, empathy, and efficiency. 

Embarking on this journey promises not just a reduction in workplace tensions but also a pathway to building stronger, more resilient teams. Join us as we explore practical, actionable strategies that can transform challenges into opportunities for growth and collaboration.

What Are The Main Causes Of Conflict In The Workplace?

Conflicts in the workplace arise from a variety of sources, each contributing to tension and disagreement among team members. Understanding these causes is the first step towards developing effective strategies for resolution. The complexities of workplace dynamics, combined with individual differences, often set the stage for conflicts, impacting team cohesion and productivity.

• Communication barriers: Misunderstandings or lack of clear communication can lead to misinterpretation of information and intentions.
• Personality clashes: Differences in personalities and work styles can result in friction between colleagues.
• Competition for resources: Limited resources, including time, space, and materials, can lead to competition and conflict.
• Differing values and beliefs: Employees with different backgrounds or personal values may find it challenging to agree on certain issues.
• Unclear job roles: Overlapping responsibilities and unclear job definitions can lead to confusion and disputes over territory.
• Performance issues: When team members perceive that others are not contributing equally, resentment and conflict can arise.
• Stress and pressure: High-pressure environments can exacerbate personal tensions and lead to conflicts.

Each of these causes requires a tailored approach to conflict resolution. By identifying the underlying issues, organizations can implement specific strategies designed to address and mitigate these common sources of workplace conflict. Creating an environment that promotes open dialogue, mutual respect, and a shared goal of resolution is essential for maintaining a productive and harmonious workplace.

9 Strategies To Resolve Conflict In The Workplace

Recognizing that conflict is a natural part of any professional environment, the focus here is on constructive resolution techniques that not only address immediate issues but also lay the groundwork for a more collaborative and understanding workplace culture. From communication enhancements to mediation, each strategy is aimed at transforming conflict into a positive force for team development and organizational growth.

1. Open Communication Channels

Establishing open lines of communication is paramount in resolving workplace conflicts. Encourage team members to express their thoughts and feelings openly, yet respectfully, in a designated safe space. This approach allows for the airing of grievances without fear of retaliation or judgment, fostering a culture of transparency and trust. Regularly scheduled meetings where employees can discuss issues or concerns can also prevent misunderstandings from escalating into larger conflicts.

Further, training in active listening skills for all employees can enhance the effectiveness of communication. Active listening involves fully concentrating, understanding, responding, and then remembering what is being said. This skill ensures that all parties feel heard and understood, significantly reducing the likelihood of misinterpretations that could lead to conflict. Additionally, the use of “I” statements helps in expressing personal feelings without blaming or offending others, facilitating more constructive conversations.

2. Conflict Resolution Training

Investing in conflict resolution training for managers and employees can equip them with the necessary tools to handle disputes effectively. Such training typically covers a range of topics, including negotiation techniques, problem-solving skills, and how to maintain neutrality in heated situations. By providing employees with these resources, organizations empower their workforce to address conflicts proactively, reducing the need for higher-level intervention.

Conflict resolution training also emphasizes the importance of empathy and understanding diverse perspectives. This understanding can transform potential conflicts into opportunities for growth and innovation . As team members learn to appreciate different viewpoints, they can collaborate more effectively, leveraging their diverse strengths to achieve common goals. This not only resolves conflicts but also enriches the team’s overall dynamic.

3. Leverage Neutral Mediators

Introducing a neutral third party as a mediator can significantly improve the outcome of conflict resolution efforts. A mediator who does not have a stake in the conflict can provide an unbiased perspective, facilitating discussions that focus on finding a mutually acceptable solution rather than determining who is right or wrong. This can be particularly effective in situations where the parties involved have reached a stalemate or when emotions run too high for a direct conversation to be productive.

Mediators are skilled in navigating difficult conversations, ensuring that all parties are heard and understood. They can guide the discussion in a way that reveals underlying issues, often helping to uncover solutions that might not have been apparent to those directly involved in the conflict. By fostering an environment of understanding and respect, mediators can help transform contentious situations into opportunities for growth and reconciliation.

4. Implement Collaborative Problem-Solving

Collaborative problem-solving involves bringing conflicting parties together to find a shared solution to a mutual problem. This strategy shifts the focus from individual grievances to collective goals, encouraging teamwork and cooperation. It requires each party to understand the other’s perspective and work together towards a resolution that satisfies everyone involved. This approach not only resolves the immediate conflict but also strengthens the relationship between the parties by building trust and understanding.

Key to this strategy is the belief that conflicts can be resolved in ways that benefit all parties. By involving team members in the solution process, they become invested in the outcome, increasing the likelihood of a lasting resolution. Collaborative problem-solving also encourages creative thinking , as individuals from different backgrounds and with different viewpoints contribute to a pool of solutions, often leading to innovative and effective resolutions.

5. Foster A Positive Work Environment

Creating a work environment that values respect, diversity, and inclusion can significantly reduce the occurrence of conflicts. When employees feel valued and understood, they are more likely to express concerns openly before they escalate into conflicts. This involves more than just establishing policies; it requires active efforts to build a culture where differences are celebrated, and every individual feels they belong and can contribute to their fullest potential.

Activities that promote team bonding and understanding, such as team-building exercises, shared goals, and celebrations of achievements, contribute to a positive atmosphere. Encouraging a culture of appreciation and recognition also plays a crucial role. When team members feel appreciated and respected by their peers and leaders, it creates a supportive environment that naturally minimizes conflicts and promotes harmony and productivity.

6. Promote Transparency And Accountability

Transparency in communication and actions fosters an environment of trust, which is essential for resolving and preventing conflicts. When leaders and team members openly share information, decisions, and processes, it eliminates speculation and misunderstanding that can lead to conflicts. Promoting transparency involves regular updates about company developments, clear explanations of decisions, and open forums for questions and feedback . This openness should be coupled with accountability, where individuals are encouraged to take responsibility for their actions and their contributions to conflicts, facilitating a culture of mutual respect and understanding.

Accountability also means addressing conflicts directly and constructively, without assigning blame. When individuals understand the impact of their actions on others and the team’s dynamics, they are more likely to engage in self-reflection and behavior modification. Establishing clear guidelines for behavior and communication, and consistently applying these standards, helps maintain a culture where conflicts are less likely to arise and are more easily resolved when they do.

7. Utilize Conflict Resolution Frameworks

Adopting structured conflict resolution frameworks can provide a clear path for addressing disagreements and disputes. These frameworks, such as the Thomas-Kilmann Conflict Mode Instrument (TKI) or the Interest-Based Relational (IBR) approach, offer strategies based on the nature of the conflict and the desired outcome. By understanding and applying these models, individuals can approach conflicts with a toolkit of strategies, selecting the most appropriate one based on the situation. This structured approach demystifies the resolution process, making it more accessible and less daunting for all involved.

Frameworks encourage a systematic exploration of the interests underlying the positions taken by each party, promoting solutions that satisfy the core needs of all involved. They also emphasize the importance of maintaining relationships and separating the problem from the people. By focusing on interests rather than positions, these frameworks help prevent the escalation of conflict and guide parties towards cooperative solutions that foster long-term harmony and understanding.

8. Encourage Reflective Listening

Reflective listening is a communication strategy where listeners repeat back what they’ve heard to the speaker, to confirm understanding and demonstrate empathy. This technique is powerful in resolving conflicts as it ensures that all parties feel heard and understood, a fundamental need in any dispute. By practicing reflective listening , individuals can avoid misunderstandings that often escalate conflicts. It encourages a thoughtful response rather than an immediate reaction, allowing for a more measured and considerate exchange of ideas and feelings.

This strategy not only aids in conflict resolution but also promotes deeper connections between team members, as it demonstrates respect and care for the speaker’s perspective. Reflective listening can transform potentially volatile situations into opportunities for open dialogue, mutual understanding, and strengthened relationships. Training teams in this technique can significantly improve communication skills across the board, making it an invaluable tool for any organization aiming to reduce conflict.

9. Set Clear Expectations And Boundaries

Clear expectations and boundaries are crucial for preventing conflicts in the workplace. When team members understand what is expected of them and the limits of their responsibilities, it reduces the chances of overstepping boundaries that could lead to disputes. Establishing these guidelines requires transparent communication and regular reinforcement from leadership. It also involves collaboration with team members to ensure that expectations are realistic and aligned with the organization’s goals and values.

Boundaries also extend to interpersonal behaviors and conflict management styles. Setting clear guidelines on acceptable behavior and how conflicts should be addressed promotes a respectful and professional work environment. This clarity helps prevent conflicts from arising by providing a common framework within which all team members operate. When everyone is on the same page about what is expected and how to conduct themselves, it fosters a more harmonious and productive workplace.

How Can Managers Prevent Conflicts In Their Teams?

Preventing conflicts requires proactive management strategies that foster a positive work culture . This includes clear communication of roles and expectations, providing regular feedback, and creating an inclusive environment that values diversity and open dialogue. Training sessions on conflict resolution and team-building activities can also strengthen interpersonal relationships and understanding among team members.

Additionally, encouraging a culture of transparency and trust, where employees feel comfortable voicing concerns before they escalate into conflicts, is key. Managers should strive to be accessible and approachable, acting as role models in demonstrating constructive conflict management behaviors. Through these practices, conflicts can often be minimized or prevented altogether.

Dos And Don’ts Of Resolving Conflict In The Workplace

• Encourage open communication and ensure all parties have the chance to speak.
• Listen actively and empathetically to understand each person’s perspective.
• Focus on the problem, not the person , to avoid unnecessary personal attacks.
• Seek to find common ground and work towards a mutually beneficial solution.
• Use neutral language and avoid blaming or inflammatory remarks.
• Respect all opinions and show empathy, acknowledging the feelings and concerns of others.
• Follow up on the resolution to ensure the conflict has been fully resolved and to prevent recurrence.

Don’ts

• Ignore or avoid conflict , hoping it will resolve itself without intervention.
• Take sides or show favoritism , as it can escalate the conflict and damage trust.
• Jump to conclusions or make assumptions without all the facts.
• Communicate important discussions via email or text ; face-to-face conversations are more effective.
• Let emotions dictate your responses ; strive to maintain professionalism.
• Overlook the root cause of the conflict ; address underlying issues to prevent future problems.
• Forget to document the conflict and resolution process , especially for serious disputes.

Navigate And Resolve Conflicts With Confidence

Throughout this guide, we’ve journeyed through the landscape of workplace conflict, uncovering the roots, exploring strategic resolutions, and marking the pathways to a more harmonious professional environment. From the importance of open communication to the power of reflective listening and setting clear boundaries, each strategy presented is a step towards transforming potential discord into opportunities for growth and understanding.

A Workplace Conflict Resolution Recap

• Embrace open communication for clarity and understanding.
• Leverage neutral mediators to guide resolution processes.
• Engage in collaborative problem-solving to find win-win solutions.
• Promote a positive work environment as a foundation for resolution.
• Encourage transparency and accountability for actions and outcomes.

In addition to these strategies, remember the importance of fostering an inclusive culture that celebrates diversity and encourages feedback. Equip your team with the skills they need through conflict resolution training, and always aim to lead by example. By embracing these practices, you not only navigate workplace conflicts with ease but also contribute to a stronger, more cohesive team dynamic.

Elevate Your Approach to Workplace Conflict Resolution with Expert Support

Ready to revolutionize how you manage conflict in the workplace? Our talent team at Persona is poised to elevate your strategies and manage complexities related to conflict resolution. With our unparalleled vetting process, securing only the elite 0.1% of applicants, you’re guaranteed access to professionals whose expertise in communication, problem-solving, and reliability is unmatched.

By partnering with Persona, you can delegate the intricacies of conflict resolution to experts, freeing up your time to focus on other critical aspects of your business. Our team brings world-class writing, communication, and problem-solving skills to the table, ensuring that conflict within your teams is not just managed but effectively resolved to foster a positive work environment.

Our talent can help you:

• Develop and implement comprehensive conflict resolution strategies.
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• Provide ongoing support and consultancy for maintaining a harmonious workplace.

Don’t let the complexities of workplace conflict resolution detract from your organizational goals. Let Persona’s elite talent team help you navigate and resolve conflicts with ease. To discover how we can bolster your approach to conflict resolution, reach out to us today .

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