To address these conflicts, you want to keep the communication and transparency open throughout the process. If a new initiative is coming up, involve others ASAP to ensure they know what is being considered and why it is needed. Change can often cause fear and concerns, so you want to explain the changes they can expect and provide the opportunity to ask questions. If your team has concerns, management should try their best to see if they can address them to meet the team for a “win-win” solution. If it hasn’t already been considered, management should develop a transition period to help employees ease into situations so they understand what they need to do and have a better chance to acclimate to the new initiatives.

In my experience it is important to acknowledge concerns and communicate with transparency. Validating their feelings, fears and concerns allowing team members to talk openly is a good start. With change often comes friction, learning curves and impatience, even more so when some adapt faster than others in a team environment. However, fostering open communication and demonstrating patience reduces misunderstandings, eases tensions, and encourages mutual support. By making team members feel heard and empowered, this can build cooperation, allowing the team to navigate change while maintaining a positive and cohesive work environment.

The answer to this depends on the type of conflict and its context. A conflict over the best way to implement change, about the processes involved, is not necessarily a negative or bad thing. An interpersonal conflict dredged up by proposed changes could be a bad thing. It is important to listen to both sides and communicate with them, get to the heart of the matter, and then decide the best course of action. Too many managers jumps into the fray without understanding. This type of manager likes to think they are making heroic efforts while their reactions exacerbate the problems. Think, then do.

During big changes, team conflicts are natural — especially when people are passionate about the mission. I tackle conflicts by first creating space for open dialogue, where each team member feels heard and respected. I focus on identifying the root cause of the conflict, whether it’s communication gaps, fear of change, or misaligned expectations. I also prioritize transparency around the change process — sharing not just the ‘what’ but the ‘why’ and ‘how’ — and inviting input where appropriate. When necessary, I mediate by focusing on common goals and the mission we all serve. Ultimately, I aim to turn conflict into collaboration by aligning the team around shared purpose and giving people ownership in the change.