I hear managers raise this issue time and time again; what begins as an underlying tension between two or more of your team members, with covert "sniper" tactics, strained atmospheres, gossip mongering and occasional snide comments is turning into more open hostilities.
Your team risks splitting as people "take sides", and you begin to realise your staff are spending increasingly more time focused on the mini battle playing out in your back yard, than on the key tasks they should be performing, which will drive their and your success.
If you want to stop the soap opera from unfolding in front of your eyes, Executive and Business Coach Shona Garner has some key tips to halt the rot, and turn around the whole dynamic of your team into a vibrant, positive and focused community.
Step 1: Don't play the ostrich.
Sometimes it's tempting to ignore the rumblings of personality clashes in the hope it will resolve itself.
You might be right - but if you sense the tension is getting worse, or it's been going on for longer than a few weeks, avoiding or ignoring the issue can be devastating; both in terms of your team's performance, and your own credibility as a manager.
Ask yourself, "What will be the consequence if I continue to avoid the issue?" My bet is the answer to this question includes such things as: * The tension will increase and become more noticeable - not just within the team, but to those outside too.
* Your authority and ability to manage may be questioned; by those team members who are not involved in the "in-fighting", by other colleagues, and by your line-manager.
* You'll waste precious time when you could be getting on with the important stuff.
* There'll be increasing "talking behind backs" and gossiping.
* There's a risk it may really escalate into disciplinary or grievance procedures.
This is a drain on everyone's emotions, time and energy - not to mention suddenly becoming a huge negative focus for everyone.
* With eyes off the ball, the team performance slips - and your chances of promotion are threatened.
Take your head out of the sand, decide what you really expect in terms of behaviour from your team, and start planning and preparing your strategy to face the issue head on.
Step 2: Ask yourself: "Why am I avoiding this? What am I afraid of?" Very few people really feel comfortable facing conflict - so if you have been hoping it will go away, you're almost certainly not on your own.
However, you chose this kitchen - and the "heat" in this particular kitchen quite regularly involves playing politics and dealing with personality clashes, power struggles, and prima donnas! Those above you expect you to deal with such issues.
And you owe it those on your team who just want to get on with their jobs, and who want to distance themselves from this petty squabbling, to strive for a work environment which is enjoyable and supportive, not divisive and uncomfortable.
So - what stops you from nipping this in the bud, or tackling the situation? Be honest with yourself.
Whatever your answer, ask yourself how you can overcome this block.
Talk it over with someone you trust.
Step 3: Plan your approach Once you've decided you're going to bite the bullet, now's the time to make your plan of action.
* Get clear in your own head about what you believe is acceptable behaviour and what's not, and be prepared to communicate this to your team.
* Think about when, where and how you have your initial conversation with the individuals concerned.
* Consider carefully the words you might use, avoiding accusation and emotionally charged or potentially inflammatory words.
For example, use "I" instead of "you".
Use "disagreement" instead of "row" or "battle".
* Consider at least three strengths you perceive each individual brings to the team.
No matter how hard it is, if you're feeling frustrated or cross about the situation, there's a danger you'll see things through negative filters, and forget the positives each individual has to bring to the team.
It is these strengths which are most likely being lost in the middle of all the tension and bickering.
Make a note to yourself you will remind the individuals of these strengths, and how you'd really like to focus on how these can be utilised for the benefit of everyone.
Step 4: The conversation and the importance of listening.
So now you're ready for the conversations.
You're clear about what you want to achieve, and you've considered your approach.
Remain approachable, but honest and firm about your expectations throughout.
Stay calm, even if they don't.
Most of all, don't make this a one-way conversation.
Explain the issue which gives you concern, then listen.
If there is a need to vent a little - let them vent; at least for a while.
Then, gently, but firmly get them to future focus and suggest ways in which you can all move forward constructively.
It's worth knowing, conflict, whilst often seen as something negative and to be avoided at all costs, can actually bring about positive change, better mutual understanding and greater harmony, if it is dealt with effectively.
So take the bull by the horns - and sort it out!