In a situation where a team conflict has arisen, what is the best statement a manager should make to staff to resolve the issue?

In a situation where a team conflict has arisen, what is the best statement a manager should make to staff to resolve the issue?

• A. We should put aside our differences and work together as a team.
• B. I think we should employ a conflict-resolution specialist to help us.
• C. Let's have a discussion about what we can agree is expected team behaviour.
• D. These are the guidelines for team behaviour in this agency.

Answer: (C)

Facilitating a collaborative discussion about what constitutes agreed-upon team behavior directly addresses the conflict by turning attention to shared norms and accountability. When the manager invites staff to define the expected standards together, it signals that everyone has a stake in the team's culture and that solutions come from the group, not just from above. This approach creates a clear, actionable framework that people can commit to, which helps prevent future misunderstandings and provides a concrete basis for addressing misconduct if it recurs. It also helps rebuild trust and cohesion because the team co-creates the rules rather than feeling imposed upon. Other options tend to be more prescriptive or rely on external intervention. Simply telling everyone to set differences aside can feel dismissive and vague, offering no concrete behavior to follow. Calling in a conflict-resolution specialist may be appropriate in some cases, but it removes ownership from the team and can delay resolution. Issuing guidelines unilaterally without staff input can come across as punitive and may not reflect the realities of how the team works.

Facilitating a collaborative discussion about what constitutes agreed-upon team behavior directly addresses the conflict by turning attention to shared norms and accountability. When the manager invites staff to define the expected standards together, it signals that everyone has a stake in the team's culture and that solutions come from the group, not just from above. This approach creates a clear, actionable framework that people can commit to, which helps prevent future misunderstandings and provides a concrete basis for addressing misconduct if it recurs. It also helps rebuild trust and cohesion because the team co-creates the rules rather than feeling imposed upon.

Other options tend to be more prescriptive or rely on external intervention. Simply telling everyone to set differences aside can feel dismissive and vague, offering no concrete behavior to follow. Calling in a conflict-resolution specialist may be appropriate in some cases, but it removes ownership from the team and can delay resolution. Issuing guidelines unilaterally without staff input can come across as punitive and may not reflect the realities of how the team works.