Two team members are in constant conflict. How should I intervene?
Unresolved working conflictAddress the specific behavior and its effect on work, not assumptions about personality. Hear each perspective, clarify responsibilities, and agree observable working expectations.
What to do now
- Speak privately with each person
- Identify the concrete disputed work
- Agree roles and communication expectations
- Review whether the agreement is working
When to escalate
Escalate when
The conflict involves harassment, threats, or conduct requiring HR intervention.
Who decides
The team lead and appropriate line manager
Example
Two specialists agree who makes design decisions and how technical objections are documented.
Mistake to avoid
Forcing a public confrontation or pretending the conflict will disappear.
Prevent a repeat
Review whether working agreements improve delivery and raise people concerns through the appropriate channels.
Suggested ApprovedFlow setup
- Tasks
- Resources
- Documents
Make agreed responsibilities and follow-up tasks visible while keeping sensitive people matters in the authorized confidential process. See the platform
Related cases
- Team members get conflicting instructions from their line managers. What should happen?Matrix authority conflict
- How do we handle a team member leaving mid-project?Unplanned team transition
- A shared specialist is needed by two projects on the same day. Who decides?Contested scarce capacity
- When should I release team members from a closing project?Unplanned resource release