Conflicts in teams are an inevitable part of group work, but properly understanding and managing them can lead to both negative and positive outcomes for team functioning.
Defining and Types of Conflicts in Teams
A conflict can be defined as a phenomenon occurring wherever there is a difference in opinions, contradictions in viewpoints, opposing positions, divergence in goals, contrast in sensitivities, varying attitudes, or a discrepancy in preferences. The distinguished Polish psychologist Janusz Reykowski identifies three primary circumstances that can initiate conflict: “contradiction,” “harm,” and “profanation.”
Research conducted by Harvard Business Review identified four common patterns of team conflicts:
1) Conflict with a single team member,
2) “Boxing match” – conflict between two individuals (approximately 35% of all team conflicts),
3) “Competing factions” – conflict between subgroups, and
4) “Blame game” – conflict involving the entire team (less than 15% of conflicts).
It is also essential to distinguish between relationship conflict and task conflict, which consistently appear in scientific research. Relationship conflict pertains to misunderstandings stemming from interpersonal incompatibilities, whereas task conflict refers to differences in ideas, opinions, and approaches to task execution.
Causes of Conflicts in Teams
Reykowski identifies “the mere existence of identity groups, those with which individuals identify and which serve as the basis for differentiating ‘us’ – ‘them’,” as one of the most significant causes of conflict. This phenomenon leads to “an almost automatic tendency to elevate one’s own group at the expense of others, a desire to show that ‘we’ (our group, our family, our institution, etc.) are better in some important way (or overall) than those who belong to other groups.”
Research published by Stealth Agents indicates that differences in opinions, misunderstandings, and lack of communication are the primary factors leading to workplace conflicts. Additionally, diverse perspectives on goals and approaches to task execution can lead to divergent opinions, while interpersonal tensions may escalate. Conflicts concerning leadership and power dynamics can further hinder effective team collaboration.
Positive Aspects of Conflicts in Teams
Contrary to popular belief, research suggests that conflicts can have a positive impact on team functioning. As Patrick Lencioni, author of “The Five Dysfunctions of a Team,” states: “Contrary to popular opinion and behaviors, conflict is not a bad thing for a team. In fact, fear of conflict is almost always a sign of problems.”
Research conducted by MIT Sloan Management Review Poland has shown that organizations and leaders are beginning to view conflict as a creative force and a platform for innovation. This is further supported by studies from Yong, Sauer, and Mannix, which found that task conflict positively influences team creativity.
Classic studies by Deutsch (1973), Coser (1956), and Walton (1969) demonstrate that low levels of conflict can be beneficial. In a conflict situation, people confront problems, learn to adopt different perspectives, and must be creative. When conflict is absent, teams may remain unaware of existing inefficiencies.
Negative Consequences of Conflicts in Teams
A meta-analysis conducted by De Dreu and Weingart revealed strong negative correlations between relationship conflict and team performance and member satisfaction. Interestingly, contrary to theoretical expectations, researchers also found strong negative (rather than expected positive) correlations between task conflict and team performance and satisfaction.
Studies by Carnevale and Probst explain these effects in terms of cognitive load— as conflict intensifies and arousal increases, cognitive load rises, making flexible thinking and creative problem-solving more difficult. Conflicts harm productivity, morale, and the work environment, necessitating effective management.
Strategies for Resolving Conflicts in Teams
Research by Behfar and colleagues, published in the Journal of Applied Psychology, found that teams maintaining or improving high performance over time exhibit three tendencies in conflict resolution:
a) focusing on the content of interpersonal interactions rather than communication style,
b) engaging in open dialogue about the reasons behind task allocation and decision-making, and
c) assigning work based on expertise rather than volunteering, default assignment, or convenience.
Furthermore, teams that succeed in the long run are both proactive in anticipating the need for conflict resolution and pluralistic in developing strategies that involve all group members.
Stealth Agents identifies five common conflict resolution strategies:
1) Collaboration – both sides work together to find a mutually beneficial solution,
2) Compromise – both sides make concessions to reach a middle ground,
3) Accommodation – one side yields to the demands of the other,
4) Avoidance – completely avoiding the conflict, and
5) Competition – one side tries to win the conflict at the expense of the other.
According to MIT Sloan Management Review research, teams implementing structured conflict resolution frameworks experienced a 30% improvement in team performance and nearly a 50% reduction in conflict resolution time. Organizations that regularly assessed KPIs related to team dynamics reported a 25% increase in employee engagement and satisfaction.
Conflicts in Virtual Teams
Research indicates that as remote work grows, effective conflict resolution strategies in virtual environments are becoming increasingly critical. A study by MIT Sloan Management Review revealed that 85% of employees experience workplace conflicts. Teams using innovative conflict mediation techniques, such as structured digital brainstorming sessions and conflict resolution tools, saw up to a 50% increase in collaboration effectiveness.
Harvard Business Review found that 70% of remote teams whose members received emotional intelligence training reported significant improvements in morale and performance. Companies implementing structured daily stand-up meetings improved team engagement by 25%, reducing the risk of misunderstandings. Teams practicing active listening and real-time feedback reduced unresolved conflicts by 40% within six months.
Research from Emerald highlighted that “psychological empowerment and conflict management are crucial in managing virtual teams” and that “perceived virtuality affects team outcomes, including perceived team performance, team satisfaction, and subjective well-being.”
Practical Techniques for Conflict Resolution
Stealth Agents recommends various conflict resolution techniques in the workplace:
1) Open discussions – encouraging team members to openly share thoughts during meetings,
2) Active listening – listening, summarizing problems, and asking questions,
3) Seeking mediation – involving a neutral party, such as a manager, as a mediator,
4) Finding common ground – identifying shared goals,
5) Clearly defining roles – clarifying each person’s responsibilities,
6) Mutual understanding – encouraging different perspectives,
7) Conflict resolution training – organizing workshops on conflict management,
8) Clear rules – establishing guidelines for interactions.
Harvard Business Review research also emphasizes the role of emotional intelligence in managing conflicts in digital spaces. Teams that cultivate emotional awareness and empathetic communication are better prepared to resolve conflicts effectively.
Conclusions
Scientific research on conflict resolution in teams provides valuable insights for leaders and organizations. Conflicts are an inevitable part of team dynamics, but when managed properly, they can lead to increased creativity, innovation, and performance. Recognizing the type of conflict and applying appropriate resolution strategies that consider both the content of the dispute and interpersonal relationships is key.
Effective conflict resolution requires a proactive approach, open communication, active listening, and empathy. In the era of remote work and virtual teams, leveraging technology and developing emotional intelligence skills is becoming increasingly important. Organizations that invest in conflict management training and foster a culture of psychological safety can transform potentially destructive conflicts into a driving force for team innovation and development.
Empatyzer – The Ideal Solution to the Discussed Problem
Pillar 1: AI Chat as an Intelligent 24/7 Coach
The chat understands the user’s personality, character traits, preferences, and organizational context of both the user and their team. This enables it to provide hyper-personalized advice tailored to both the person asking and the realities of their team. Recommendations are given in real time, helping managers solve problems immediately rather than waiting for training.
Pillar 2: Micro-Lessons Tailored to the Recipient
Twice a week, users receive short, condensed micro-lessons via email that can be absorbed in just three minutes. These lessons are personalized—either focusing on the manager themselves or on relationships and communication within the team.
Pillar 3: Professional Personality and Cultural Preference Diagnosis
The tool analyzes the user’s personality, strengths, weaknesses, and unique traits in the context of their team, company, and population.
If you are interested in manager training, visit our homepage: manager training .
Looking for an online communication course? Visit our homepage: online communication course .
