Navigating Conflict When It Arises

So far in this series, I have explored the foundations of team dynamics and how to reframe teamwork from competition to collaboration. But even in the healthiest, most collaborative teams, conflict will arise. That's not a sign of dysfunction—it's a regular part of working closely with others.

What matters is not whether conflict happens but how we respond to it.

In this edition, we'll explore the nature of conflict in allied health teams, the difference between healthy and unhealthy conflict, and practical strategies for addressing tensions early, respectfully, and constructively.

Conflict doesn't have to fracture teams—in fact, when managed well, it can strengthen trust and lead to better outcomes for both practitioners and clients.

Why Conflict Happens in Allied Health

Allied health teams bring together diverse disciplines, perspectives, and approaches to care. While this diversity enriches practice, it also creates natural points of friction. Conflict may arise due to:

• Differing clinical opinions about the best course of action

• Competing priorities (e.g., time management, funding, service models)

• Role overlap or role confusion

• Communication breakdowns

• Organisational pressures, such as workload or resource limitations

• Personality differences, values clashes, or historical tensions

In fast-paced, high-pressure environments, even minor misunderstandings can escalate if left unaddressed.

The good news? Conflict doesn't have to mean broken relationships or toxic environments; it can lead to greater clarity, innovation, and professional growth when handled thoughtfully.

Healthy vs. Unhealthy Conflict

It's important to distinguish between healthy and unhealthy conflict—because not all disagreement is bad.

Strong teams make room for healthy conflict. They understand that disagreement can be a sign of engagement and commitment—not disrespect.

Common Mistakes When Conflict Arises

When conflict occurs, it's easy to fall into automatic, protective responses that unintentionally make things worse. Some common missteps include:

• Avoiding the issue ("It'll blow over if I ignore it.")

• Making assumptions ("They're just difficult/unprofessional/selfish.")

• Gossiping to others instead of addressing it directly

• Becoming defensive and shutting down conversation

• Escalating the issue through sarcasm, withdrawal, or passive-aggression

These reactions are understandable—especially if you've been burned by conflict before.

But they rarely lead to resolution.

Instead, managing conflict well requires self-awareness, courage, and a plan.

A Framework for Navigating Conflict

Here's a simple, effective framework you can use when tensions arise:

1. Pause and Reflect

Before acting, take a moment to check in with yourself:

• What am I feeling (anger, frustration, sadness, fear)?

• What assumptions am I making about the other person?

• Is this a pattern or an isolated event?

• What outcome do I actually want from addressing this?

Sometimes, naming your feelings privately (e.g. in supervision) can help you respond rather than react.

2. Separate Intent from Impact

Often, conflict arises not because someone intended harm but because of their actions' impact.

Frame your thinking like this:

• "Their comment made me feel dismissed."

• Instead of: "They deliberately tried to undermine me."

This mindset shift can lower defensiveness—yours and theirs—and create a more open space for resolution.

3. Initiate a Respectful Conversation

If it feels safe to do so, approach the person directly and respectfully. Aim to address the issue as early as possible, before it festers.

Use simple, non-accusatory language:

• "When X happened, I felt Y. Can we talk about it?"

• "I'd like to understand your perspective better—I'm feeling a bit unsettled about how our last discussion went."

Tone matters. Choose a time and place where neither of you feels rushed or defensive (not in the hallway five minutes before a meeting).

4. Focus on Shared Goals

Communicate the conflict in terms of client care, team cohesion, or service improvement—not personal grievances.

Example:

• "I know we both want the best outcomes for this client. Let's see if we can find a plan that incorporates both our approaches."

Shared goals shift the conversation from "me versus you" to "us versus the problem."

5. Be Open to Feedback

Conflict resolution isn't just about being heard—it's also about listening. Be prepared to hear how your actions may have contributed to the tension.

• Listen without interrupting

• Reflect back on what you heard ("So you felt overlooked when I…")

• Own your part where appropriate ("I can see how that might have felt dismissive.")

True collaboration requires humility.

6. Agree on Next Steps

Don't leave the conversation vague. Clarify:

• What was agreed?

• What will change moving forward?

• How will you both check in if needed?

Having a clear outcome helps prevent resentment or misinterpretation later.

When Conflict Can't Be Resolved Easily

Not every conflict will be tied up neatly after one conversation—and that's okay.

If direct conversation doesn't feel safe, or if issues persist:

• Seek clinical supervision for support and strategy

• Use formal workplace supports, such as involving your team leader, HR, or professional body

• Document concerns neutrally if needed, to protect yourself if escalation occurs

Managing conflict doesn't mean tolerating bullying, discrimination, or ongoing harm. There are times when formal pathways are necessary—and that's a form of professionalism, not failure.

Reflection Prompts

Conflict can feel deeply personal, even when rooted in professional differences. It often stirs up emotions tied to past experiences—especially if you've worked in environments where voicing concerns came with risk or rejection. But it's also one of the richest opportunities for professional growth.

By reflecting on how you respond to conflict, you can begin to identify your own patterns, build emotional agility, and develop a more intentional, confident approach. Use the prompts below to support your growth—either through journaling, clinical supervision, or discussion with a trusted peer:

• How do I typically respond to conflict—fight, flight, freeze, or fawn?

• What past experiences shape my current relationship with conflict?

• When was a time I handled conflict well—and what helped me do that?

• How can I stay connected to shared goals when emotions run high?

• Who in my professional life could I repair or strengthen a connection with?

Your Takeaway: Conflict is a Skill, Not a Personality Trait

Navigating conflict isn't about being "good at confrontation" or having a thick skin. It's a skillset—one that can be learned, refined, and practised over time.

When you engage with conflict thoughtfully, you:

• Protect and strengthen professional relationships

• Build psychological safety in your team

• Model leadership, regardless of your formal role

• Create better outcomes for clients

Most importantly, you show up for yourself—and for the values that brought you to this work in the first place.

Coming Up Next…

Edition 4: How Stronger Team Dynamics Support Career Growth

I’ll explore:

• The link between healthy teams and career development

• Why psychological safety fuels learning and leadership

• How strong team dynamics open unexpected doors for professional growth