We are in a process of change, all of us. What I notice is that change is creating conflict, in people and in teams. Many of us are working under new circumstances, whether from home, coping with redundancy, a new role or operating within a reduced team. There are new rules being made, unconscious agreements on how to behave. What are the new rules? What are the new behaviours required of us?

Many are speaking about conflict in their teams which has arisen during this period of change. Conflict is inevitable and necessary for a team to reshape and adapt to a ‘new normal ‘. These team’s will need to reform and go through a storming phase where conflict is welcomed, as a natural part of the process to get back to high performance together. However, the added pressures of working remotely has created a lack of psychological safety for many, making managing conflict even more difficult.

Virtual working relationships are more at risk of breaking down particularly when conducted off camera. 55% of communication is through visual cues with people reading body language to better understand each other. It is easier to hide behind a laptop screen than to confront new emerging issues. Clearing up misunderstandings during a coffee break is a luxury no longer available to us. It could be a week until we meet colleagues online again, by which time resentments have built and individuals are struggling alone without support.

Teams are having to work extra hard to maintain business cultures that allow for conflict, as a route to creativity and high team performance. So how can we maintain and create psychological safety? How do we stop meetings degenerating into everyone either fighting or fleeing when things get tough? Because those are often the choices available when there is a lack of safety. The brain processes a criticism from a co- worker or a dismissive boss as a life or death threat. We are triggered into a response without thinking – we either fight or we disappear. It is human instinct to ‘play not to lose’, to divert blame or want to ‘look good’.

To increase psychological safety in teams we should invite engagement, invite feedback, let people know that their voice matters. When mistakes are made, the response needs to be about harvesting the learning for all, with empathy and curiosity. As a team leader this is paramount, as a team player we can model these behaviours that others will emulate.