The future of work has arrived early and there has never before been so many remote and hybrid working options. Overall, remote workers are enjoying newfound flexibility, feel trusted by their employers, and are happier. But even with these advantages, remote working is not without its challenges.

Whilst it is more common to associate conflict with a traditional office setting, working remotely can create many scenarios where conflict can occur. Frustration, tension and eventually conflict usually begins from a lack of visibility, unclear/unfair division of responsibilities, and miscommunication.

What is conflict?

No two people are the same and opinions, beliefs and preferences are derived from the diversity of each person’s background and experiences. Differences in thought processes and understanding can lead to conflict.

Conflict is defined as a clash between individuals arising out of a difference in thought process, attitudes, understanding, interests, requirements and even sometimes perception.

Conflicts can result in the loss of harmony, teamwork and collaboration. The intensity of the conflict can range from silent treatment to heated words or even physical abuse.  Conflicts in their simplest form can damage relationships and turn friends into foes.

Removing fear

Most employees have a natural disposition to avoid conflict at all costs and when faced with ‘fight or flight’, many choose ‘flight’. In remote teams, additional obstacles are in place and there is a greater tendency to retreat given there will be no awkward moments at the water cooler in a remote environment. While this might seem fortunate, it is not healthy to ignore issues or to sweep them under the carpet, as they will most likely result in a larger workplace issue with significant consequences.

Additional workloads, cultural differences, and misunderstanding of electronic communication all lead to conflict and being fearful of confrontation is not a strategy to improve the issue. The following are common thought processes with employees during conflict.

Thought process The employee's reason The impact
“It is not a big issue. Maybe I’m being too sensitive.” Avoid conflict – keep the other person happy and not create issues or damage the relationship. This approach downplays the issue and the impact whilst not validating the employee’s needs or feelings.
“I am going to rise above the drama.”

This approach is about the employee convincing themselves that the issue is not worth investing in and it is much better to ‘rise above’ it.

Whilst this seems like a good approach, it suggests that the employee ‘rising above the issue’ is in the right. It also allows the issue to simmer and wrongly suggests that it does not need to be resolved.

“The other person is in the wrong.”

Many employees like to shift the blame to others rather than entertaining the possibility that they were wrong.

This approach enables one person to wipe their hands of being responsible and runs the risk of antagonising the other party.

None of the above approaches assist in enabling the conflict to the removed and they are a particularly dangerous approach in a remote environment.

Managing conflict remotely

Leaders often find it challenging to mediate conflict from a remote setting and some even question whether they should be involved. Although the leader does not have full visibility of the team, they still have responsibility for the successful team dynamic and to ensure the health and psychological safety of all team members. If the conflict is not addressed, it can lead to broader business issues with productivity and sales compromised. In addition, engagement and culture may be damaged. In some cases it can fast track turnover and become a hurdle too big to jump.

Key tips for leaders to minimise conflict in a remote work team

  • Keep an open-door policy – out of sight should not be out of mind.
  • Reach out to employees regularly and ensure that everyone has two-way communication.

 

  • Don’t play favourites – it is important to check in with all team members with the same interest and energy.
  • Create accountability to remove the risk of some team members becoming ‘free riders’.
  • Set clear expectations so there is no ambiguity.
  • Ask direct questions in 1 on 1s to determine any obstacles or frustrations.

 

  • Monitor the progress of projects and productivity.
  • Look for early signs of disengagement.

 

  • Role model appropriate behaviour.
  • Set up an agreed conflict resolution process.
  • Consider creating documents on a shared drive where everyone can put the status of their section of work tasks. This helps to minimise conflict and increase individual accountability.
  • Use group Instant Messaging (IM) as much as possible instead of email, as it brings everyone into the conversation and delivers the same information at the same time.

 

  • Ensure that ground rules are set for videoconferencing e.g. cameras on for team meetings.
  • Put a focus on remote team bonding. Team members that feel connected are less likely to have conflict.

 

  • Seek to have shorter, more regular touch points rather than one lengthy meeting a week.

 

  • Create an open forum system where employees are encouraged to share ideas and concerns.
  • Ensure communications is inclusive and there is a high degree of transparency.

 

  • Consider rotating the role of ‘meeting lead’ to build inclusion and accountability.

The silver lining of conflict in remote work teams  

Conflict is not something that anyone enjoys or seeks but if it does occur, there are some benefits. Although conflict has many negatives, it should be seen as an opportunity to ‘iron out the issues’ before they snowball into a scenario that simply cannot be fixed.

Conflicts provide an opportunity for leaders to understand what is not working well and although they come with disruption and risk; conflicts enable leaders to make required change. Some benefits of conflict include:

  • Learning about an important workplace issue before it creates more damage.
  • Improved clarity amongst leaders and team members.
  • An insight into what creates issues/presses buttons for team members to enable these to be avoided.
  • Greater understanding and respect amongst team members.
  • Confidence building for employees that learn the art of standing up for themselves
  • Identification of training gaps that may exist.
  • An opportunity to improve processes within the team.
  • Improved communication and respect in the team when it is clear that the leader wants to address the issues.
  • The chance to find middle ground.
  • An insight into different perspectives that may bring the right solution.

Removing conflict builds inclusivity

Conflict in any work environment is to be expected and remote working can add to the risk. With greater awareness and an appetite to put some processes in place, leaders can effectively minimise the risk and in the process demonstrate strong, emotionally intelligent leadership to team members where everyone feels like they belong.

Further information

For assistance with your workplace matters, Members of Ai Group can contact us or call our Workplace Advice Line on 1300 55 66 77 for further information. Ai Group offers a range of learning and development programs to bring out the best in employees on their leadership journey. Ai Group offers 'Managing remote teams' to help build leadership competency in this area. 

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Georgina Pacor

Georgina is Senior HR Content Editor – Publications at Ai Group. She is an accomplished Human Resource professional with over 25 years of generalist and leadership experience in a broad range of industries including financial services, tourism, travel, government and agriculture. She has successfully advised and partnered with senior leaders to implement people and performance initiatives that align to business strategy. Georgina is committed to utilising her experience to create resources that educate and engage and is passionate about supporting members to optimise an inclusive workforce culture that drives performance.