Each of us has experienced conflict at work at least once. There are times when disagreements are good for the team, making it stronger and providing an opportunity to sort out issues from different sides. But more often than not, the conflict has a crippling effect on team effectiveness and results in severe consequences for the entire company.

What sets an experienced leader apart is that he or she can not only manage conflict but also anticipate it. It is necessary to learn to identify the true reasons for which disagreements arise. What are they?

A different perspective on problem-solving

In the IT sphere, it is especially difficult to manage conflicts because there are hundreds of ways to write code for the same project, and two different programmers can have opposing views.

What to do in such cases? One should try to convert the conflict into a constructive dialogue, which will help the parties to emphasize something useful for themselves and get a positive result.

Secondly, you need to identify the reasons that started the conflict. Calmly argue your position, and respect the opinion of the interlocutor. When both sides have spoken, reflect together on what each side can do to solve the problem.

Stress and workload

Very often conflicts in IT are born out of stress. Burnout is the scourge of IT and digital. Because of the constant deadlines, the employee loses speed, strength, and motivation to perform tasks, which greatly spoils the work of the rest of the team. This happens especially often with project managers.

The problem of burnout at work is not always the employer’s fault. Not everyone can withstand the frantic rhythm of IT. The only thing that the employer can do is to try to reduce the load on the employee by automating part of the work and clearly defining the range of tasks.

Poor management

Often it is the gaps in management that create the points of contact from which a full-fledged conflict is born. If a company does not have a regulated development process, then everyone will do their job as they see fit.

Low competencies of employees

This is the second most frequent cause of conflicts in the working environment. For example, projects often sin by incorrectly setting deadlines and inefficiently managing resources. This generates conflicts because no one likes to overwork because of other people’s mistakes. Stress causes the team to lose motivation and the quality of development. 

Lack of motivation and career advancement

Two particular causes of conflict. The first is when an employee shows initiative in his work, and it is not encouraged. The second is when the employee wants to grow and develop, but the company does not have the opportunities for this. 

To avoid this, managers need to learn to hear their people and know how to talk to them. Every employee should have an opportunity to express their opinion, otherwise, they will stop feeling like a significant part of the team, which will lead to aggression and clashes. 


You don’t. Conflicts are an inherent part of any team, and it is impossible to foresee everyone. But they can be minimized by following a few tips:

  • Implement a transparent process management structure;
  • listen to your employees, and encourage them for their initiative;
  • improve conflict resolution skills in the team;
  • develop a system of corporate values and define the mission and goals of the company;
  • revise the interview process to familiarize candidates with the structure and values of the company and ask the right questions.

CompTIA Security+ syllabus – SY0-601 Exam