Episode 245 - Why Team Conflict Doesn’t Just Go Away
Summary
We often assume that once a disagreement has been resolved, a team can simply move on. But new research suggests conflict is one of the most persistent aspects of team dynamics, continuing to influence how people work together over time. This episode looks at why conflict can be so difficult to shift and what leaders can do to help teams move forward.
Transcript
Hello and welcome to episode 245 of the Leadership Today podcast, where each week we share practical tips to improve your leadership. This week we look at why conflict in teams can be so difficult to shift, even after the original disagreement has been resolved.
Think about a team where two people have had a significant disagreement. Perhaps they disagreed about how a project should be delivered, how responsibilities should be divided, or how a decision was made. Eventually, the issue is resolved. Everyone agrees on a way forward, and the leader assumes things will return to normal.
But a few weeks later, something still isn't quite right. The two people aren't communicating as openly as they used to. They're more likely to question each other's intentions, and small disagreements seem to escalate more quickly. The original issue might have been resolved, but the conflict has left something behind.
New research published in the Journal of Applied Psychology helps explain why this happens. The researchers conducted a large meta-analysis of longitudinal studies examining how different aspects of team dynamics change over time. The analysis brought together studies involving thousands of teams.
The researchers were particularly interested in what they called the dynamism of team processes and emergent states. In everyday language, that's about how things like team emotions, trust, conflict and ways of working develop and change over time.
One of the interesting findings was that different aspects of team dynamics vary considerably in how persistent they are. Team emotions were relatively changeable, while team conflict was among the most persistent. We typically treat conflict as a particular event or disagreement that needs to be resolved. But conflict can also become part of the way people relate to each other. Once we've experienced conflict with someone, we might start interpreting their behaviour differently. A question that previously seemed reasonable might now feel like criticism. A delay in responding to an email might be interpreted as deliberate. We may become more cautious about sharing information or less willing to give the other person the benefit of the doubt. Over time, these reactions can reinforce the conflict, even when the original issue is no longer relevant.
Importantly, this doesn't mean that all disagreement is harmful. Differences of opinion about tasks, priorities and ideas can help teams make better decisions, particularly when people feel safe to challenge each other. The problem is when disagreement becomes a persistent pattern that undermines working relationships.
The research suggests leaders need to think beyond simply resolving the immediate issue. Here are three things I'd suggest.
First, address conflict early. Because conflict can be persistent, it's worth paying attention to the early signs that a disagreement is becoming something more. Look for changes in how people communicate, whether they're avoiding each other, or whether disagreements are becoming personal. A conversation early on is often easier than trying to repair a relationship after months of frustration.
Second, focus on rebuilding the working relationship, not just resolving the disagreement. It's possible for two people to agree on a decision while still having little confidence in each other. Once the immediate issue has been addressed, ask what they need from each other to work effectively going forward. This might include agreeing on how they'll communicate, how they'll raise concerns, or how they'll handle future disagreements. The aim isn't necessarily for everyone to become friends. It's to rebuild a productive working relationship.
Third, follow up after the conflict appears to be resolved. We often have one difficult conversation, reach an agreement and move on. But if conflict is particularly persistent, it's worth checking back in. A week or two later, ask how things are going and whether the agreed changes are actually happening. Look for evidence that people are interacting differently, rather than simply assuming the absence of another argument means everything is fine.
Bringing all of this together, resolving a disagreement and resolving conflict aren't necessarily the same thing. The disagreement might be over, but the patterns of interaction it created can continue. So when you're dealing with conflict in your team, don't just ask, "Have we resolved the issue?" Also ask, "Have we changed how we're working together?"
Reference
Loignon, A. C., Reed, B. N., Knoblich, A. J., Summerville, K. M., Clayton, E., et al. (2026). A meta-analysis of the dynamism of emergent states and team processes. Journal of Applied Psychology. Advance online publication.
https://doi.org/10.1037/apl0001407
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