¿Cómo se pueden gestionar los conflictos en un entorno de trabajo virtual?

Managing conflicts in a virtual work environment requires clear communication, setting expectations, and fostering a positive team culture. Encourage open dialogue, utilize video calls for sensitive discussions, establish clear guidelines for resolving conflicts, and address issues promptly to prevent escalation. Additionally, promoting empathy and understanding among team members can help mitigate conflicts before they arise.

The skills needed to manage conflict in a virtual environment are similar to those needed in person: -Establish rapport (this means making sure your virtual presence is strong, good camera, microphone, lighting, background). -Model effective listening skills. Ask clarifying questions, prompt people to speak from their own experience, not the experience of others -Identify connections between people, shared interests and mutual goals -Make sure everyone in the virtual space has a voice and that no one dominates the conversation -Use breakout rooms to provide caucus meetings with the teams so that you can push them further toward seeing the other person's perspective and owning their part of the conflict. -Provide tools to promote growth.

Things I have found helpful: 1) appoint a meeting facilitator who attends to a smooth and equitable process not just content per se; 2) require videos; 3) have folks raise hands (emoji) to talk to reduce stressful overtalking in a virtual session; 4) when conflict occurs, label/name the tension/conflict and make the implicit explicit, and: a) suggest it be put in parking lot till after meeting then follow-up; or b) if conflict is central to discussion, make an explicit pause to the agenda and facilitate discussion of issue until resolved w/ use of the hand emoji/talking stick type process, or c) direct chat with party/ies in conflict to attempt to resolve off-line during meeting if appropriate.

In my experience this is the often the heart of the issue. In the virtual work environment there is often less time spent on ensuring each team member understands the expectations. Work can be done in silos which leads to lack of context. Utilizing various platforms (team meetings,1:1's, email, etc.) is key to resolving conflicts and avoiding them altogether.

I was taught in 2009 from Achieve Global to follow the six basic principles which sets clear expectations on how to deal with each other either in person or virtually in the workplace. 1. Focus on the situation, issue, or behavior, not on the person. 2. Maintain the self-confidence and self-esteem of others. 3. Maintain constructive relationships. 4. Take initiative to make things better. 5. Lead by example. 6. Think beyond the moment. I share and discuss these principles with the entire team.

In a virtual setting I think asynchronous communication is very important because people can easily get burned out by having to attend virtual meetings all day.

Like resolving conflict in traditional work environments, the best way to address issues in remote work is in face to face meetings - even if these need to be done virtually. Conflicts can escalate through written communication because they lack body language and tone of voice which can provide so much context. Without these clues people can hallucinate about the intention of the message’s sender. Additionally, by itself, written communication can make it more difficult to ensure clarity.

Understanding how your team prefers to communicate is essential. There are teammates who like to be in meetings, and there are teammates who prefer to receive written instructions. Making room for both and understanding their needs is key to establishing good relationships, which can help avoid creating an environment where miscommunications are frequent.

In managing conflicts in a virtual work environment, prioritize proactive communication, empathy, and digital tools. Establish clear communication channels and norms for addressing conflicts. Foster a culture of empathy and understanding, encouraging open dialogue and active listening. Utilize digital tools such as video conferencing and project management platforms for discussions and collaborative problem-solving. Consider using online mediation platforms for conflict resolution. By emphasizing communication, empathy, and technology, conflicts can be managed effectively, maintaining positive working relationships among team members in a remote setting.

A feature of virtual conflict that is not as prevalent in live settings is the option to hide and avoid. Many do this by turning off cameras, ignoring/delaying response in messaging, or answering with such neutral language that it is hard to discern intent and meaning. -Make an effort to stay present, with cameras on where possible, to help deliver non-verbal cues that we rely on in human interaction. -Follow communication protocol. -Offer direct conversations with a smaller group or 1:1, as it makes sense to those impacted by the conflict. -If the conflict does not impede the goal of the work or team climate let it go. We do not always need to be understood to be able to move on. A mentor once asked me, "do you want to be right or happy?"

Listen first and encourage others to do the same. Do not allow interruptions so each person has the ability to fully express their respective thoughts before others respond. Ask everyone to take a minute to digest comments made by others before sharing their own thoughts. Turn video on so that you have the benefit of body language as well as verbal remarks.

In a remote environment, we are often multitasking, and are disrupted by slack or other notifications. It’s important to turn all of that off and let the person on the other end know that they have your undivided attention. Additionally, it’s helpful to stop screen sharing, if a document is being viewed, to once again emphasize active listening and presence.

I’ve found that incorporating video calls into our virtual work environment can be incredibly beneficial for preventing conflicts and fostering stronger relationships. It’s easy to lose sight of the fact that we’re all human beings striving towards common goals when we’re working remotely. Personally, I always make a point to activate my camera during meetings. This not only helps me to be fully engaged and present but also enables me to gauge people’s reactions and address any issues immediately. Clear and concise communication is paramount, especially in diverse settings. By ensuring that everyone understands each other effectively, we can minimize misunderstandings and mitigate potential conflicts.

Active listening during virtual communication, particularly conflicts can be tough for many people, especially since our perception, understanding, and reception of social cues are different. Do express empathy, but be careful and conservative with pop-jargon as it can come off as as insincere. Make eye contact as best as possible. Don't jump to conclusions. It is so much easier to de-humanize someone at the other end of a computer console. In person, we tend to be far less likely to be short, insensitive, or downright offensive to other humans.

Conflicts occur in both physical and virtual environments, it's natural. To avoid conflicts, clear communication with examples is necessary. Listen carefully, respond politely, and pay proper attention to all members in the virtual environment. Be prepared with presentations or plans for self-understanding. By listening and convincingly explaining, a healthy environment can be created, smartly reducing conflicts.

The intervention is better at the beginning to avoid prolonging and creating an an inadequate work enviromente, with relevaance in non- violent comunication, wich benefits both parties.

Use the sandwich method- explain the situation, state how you feel, and request how things can be handled differently next time.

Confrontar um conflito é como ajustar a rota do navio antes de uma tempestade. No trabalho remoto, abordar prontamente é como consertar as velas antes que o vento aumente. Identificar a causa raiz é como diagnosticar a origem da turbulência. Usar feedback construtivo é como ajustar a navegação para um curso mais suave. Buscar entendimento mútuo é como encontrar uma rota de compromisso, transformando o conflito em oportunidade de crescimento. Se necessário, envolver um terceiro é como chamar um navegante experiente para orientar a jornada rumo à resolução.

Get at the heart of the matter. Speak independently with those involved. After listening carefully. Ask each individual what they see as the solution. Those involved may have the answer to solving the immediate problem and suggestions for avoiding conflict in the future. Make sure they get the credit and glory for solving the conflict. As a supervisor, never be afraid to give others the recognition they deserve.

Um belo e útil exemplo, não deixemos para amanhã o que podemos resolver hoje, até porque no amanhã temos a tendendo a a uma procrastinação maior.

Las celebraciones pueden ser uno de los momentos que determina quién eres y cuánta madures y profesionalismo posee, dado que hay condiciones externas las cuales no son controladas, en lo que corresponde a los comportamientos sociales, fuera de eso, lo que hay que evaluar en este, es el impacto de creciendo colectivo, ya que si solo se refleja en uno, aún alcanzado la meta, hemos fallado.

Celebrar sucessos é como erguer as velas para uma brisa de realização na equipe remota. Reconhecer contribuições é como destacar estrelas no céu virtual do trabalho conjunto. Compartilhar feedback positivo é como regar o jardim de talentos, permitindo que floresça. Ao celebrar marcos, você cria memórias compartilhadas que fortalecem os laços virtuais. Reflexões sobre desafios são como ajustar a rota após uma tempestade, transformando erros em oportunidades de aprendizado. Assim, a cultura de uma equipe remota se torna uma constelação de crescimento contínuo.

We lose so much of the body language when online. It is important to be explicit in our language to show appreciation when we aren't able to smile or thumbs up in a more casual way in person.

Aprender de los errores es una de las alternativas más efectiva que podemos implementar nivel personal y profesional, evitar sin duda la ocurrencia de nuevas situaciones incómodas y que afectan nuestro desenvolvimiento habitual.

Remember, conflicts are a natural part of any environment, including virtual ones. By assuming positive intent and approaching conflicts with empathy and open communication, you can create a more positive and productive virtual environment.

Supportive supervision would assist in managing conflicts. This is by offering tailored support for the team member based on their personal circumstances. By being accomodative as much as it is possible. Such as flexi work hours. Therefore they would feel more supported and this should reduce instances of conflict.

The best way to manage disagreements, tensions, and conflict is to care enough about our co-workers to want to continue to be in right relationship with them. That's why we cannot wait to build authentic and true relationships until we disagree with each other. This is true whether we work remotely or in-person. I am not saying we all need to be friends. I am saying we all need to want to be in a working relationship with our colleagues -- and that's easier to do if we know who each other are and why we are doing what we do. Conflict, then, can be constructive and even transformative: an expression of our diversity, empathy, and joint strength.

Acknowledge the conflict. If ignored and left unmanaged it may fester into wounds that can’t heal. Document the disagreements and the solutions. This may be helpful if the matter is escalated to a tribunal of sorts.

Many people will see conflict as a sign of an unhealthy or toxic work environment (both virtually and physically). But it's important to remember that there should be conflict and a healthy leader will both create a safe place for it and people will feel comfortable to do it without fear of repercussions. It's the role of a leader to establish the parameters for people to know and what is and isn't appropriate. People who feel comfortable and safe will voice their opinions and disagree, which they should. If at any point those rules are broken and the environment becomes unhealthy, then it's the role of the leader to intervene by addressing it, taking it offline or in extreme circumstances, removing someone from that environment.