Overview:

Conflict is inevitable in teams, but it doesn’t have to be destructive. This section provides a framework for addressing friction early and constructively, using language and interventions that build trust and psychological safety.

Why It's Important:

Unmanaged conflict is the number one reason teams fail. Proactive coaching helps teams navigate challenges and grow stronger.

Recommended Intervention Ladder

Add a conflict resolution flowchart, such as:

  • Identify the issue (privately or in group)
  • Use the team charter to anchor expectations
  • Have a ten-minute structured conversation
  • Document agreements
  • If conflict unresolved, involve instructor
  • Change personnel only if essential

Teach Language Frames to Reduce Conflict:

  • "I noticed..." instead of "You always..."
  • "Can we clarify expectations around..."
  • "What support would help you meet the deadline?"

Provide Scripts for Difficult Conversations:

  • "How to tell a teammate they're not pulling their weight."
  • "How to disagree respectfully."
  • "How to handle a group member who dominates the discussion and planning process."

Navigating Challenging Scenarios, Advice for Students

Borrowed from Rutgers Learning Centers, A Guide to Working Groups, May 17, 2023

 

When working in groups, you may come across a variety of potentially challenging scenarios. Remember these tips to help you navigate and better manage those situations.

 

If a group member insists on having their own way or is resistant to collaborating:

Try some friendly but direct negotiation. Let them know that the group doesn't agree, and offer some compromises. They may not realize they come off as bossy and may be easier to work with than you thought.

When a group member refuses to negotiate, take the higher ground and be polite, stand up for yourself, and do not let the group member filibuster the debate. If necessary, accept the differences of opinion and report them in the final paper or presentation.

Get the professor involved if a group member continues to dominate discussions without contributing to moving the project forward.

 

If a group member sees group work time as more of a time to socialize:

To some degree, this may encourage good communication and help group members work better together, but not if the group member is steering everyone off task and wasting valuable meeting time.

Communicate with the group member and politely tell them that the group needs to stay on task.

Create strict meeting agendas to help facilitate efficiency.

Suggest a fun social outing after the group meeting or project is over, as in, "Let's concentrate and get this done, and then we'll go out for pizza”.

 

If a group member seems to be too busy to meet:

Keep in mind they may be balancing school with a full-time job, family, or other major commitments.

Share schedules among group members and avoid particularly busy times (i.e. other papers due, internships, mid-term exams, rush, etc.).

Make accommodations:

  • Arrange to have as few meetings as possible and instead communicate through email.
  • Assign busy group members tasks that have flexible deadlines.
  • Communicate about what group members need, and understand that reasonable accommodations are expected.

If there is a pattern of a group member being too busy, particularly right before work is due, consider asking your professor to intervene. This may be a result of personal, private issues, and your professor should help to resolve them.

 

If a group member seems to always be negative:

Acknowledge the issue that's driving their negativity and ask about what they find positive, then build upon that to move everyone forward.

If the answer is "nothing," remain positive and enthusiastic to help prevent the negativity from sapping the group's energy and focus.

If the negativity persists, ignore it and tell the person you’d prefer to move on to more productive subjects.

If the negativity appears to reflect stress, consider encouraging them to seek assistance from the professor.

 

If a group member is not "pulling their weight”:

Find out if the group member has a problem, such as an overloaded schedule or a lack of confidence about their ability to contribute to the group, then try to offer some reasonable accommodations such as tasks they feel more comfortable completing or flexible ways they can participate and contribute to the group.

Inform the group member politely that the others are feeling overburdened and would like them to pitch in more.

If being persistent doesn't work, consider getting the professor involved. Professors should only be consulted when there is a serious problem because you need to learn how to deal with group problems yourself (it's one of the reasons group projects are assigned). Nonetheless, a group member who neglects their work is a serious problem.