Whether working in an office face-to-face, or everyone working remotely from home, one element does not change, we are all still human. As humans interacting together, it is only a matter of time before conflicts develop in any relationship. In fact, being remote may actually exacerbate the potential for conflict because without being able to read someone’s body language their words can be misconstrued. One of the disadvantages of video meetings is the challenge it can present in building trust and rapport.  When staff and teams are not communicating in person, but via email, phone, or video conference, misunderstanding can and do occur.

Leaders, managers, and employers cannot ignore remote workplace conflicts, and must have protocols ready and in place to resolve them. 

This same remoteness can make repairing relationships more difficult and challenging. When peers are not in person with one another, how can such conflict best be resolved?  Virtual conflict resolution has many of the same components as in-person resolution, although extra precautions and care may be required in the virtual setting. Specifically, as in face-to-face conflict resolution, first and foremost, individuals should be empowered to bring up the area of conflict, conveying it to the person with whom they have a concern. It is important to create a safe and confidential environment, encourage individuals to bring up the issues to be discussed, raising concerns, and seeking an amicable resolution.

Here are some key steps to aid your remote working teams in resolving conflict in a healthy manner:

• Hold Regular Virtual 1:1 Meetings – working remotely affords managers and leaders with few opportunities for in the moment management techniques, such as Ken Blanchard’s  “One Minute Manager.” Without these immediate “teachable moments,” the leader has to be more intentional in developing the interpersonal skills of their teams. 1:1 meetings are a good place to set the initial course for conflict resolution.
• Provide a Conflict Resolution Virtual Safe Space – Just as in face-to-face conflict resolution, it is important that all parties feel they can speak freely with only the parties involved. Remote sessions can raise a fear of “eaves dropping” or “unauthorized” recording. It is important that these concerns are addressed at the onset of the conflict resolution session.
• Promote Reflective Listening – reflective listening is critical in any form of conflict resolution, whether in-person or remote. The parties sense of “being heard” is often the first step in understanding the root causes of the conflict and the best path for resolution. In a virtual setting, reflective listening plays an even larger role, since with everyone being remote, there is a greater risk of one person being “distracted” by something going on in their “real” physical space.

When working with remote staff and teams, executives, leaders and managers, should have a plan in place on how to deal with conflict before it arises. Should resolving the conflict become too difficult or divisive for the manager, the plan should include the ability to bring in a trained professional executive coach or human resource professional.