Patrick Lencioni's assessment - rate where your team sits between conflict avoidance, ideal conflict management, and destructive conflict.

Every team should have a set of guidelines to handle conflict well.

Map your working relationships - some are easy, some are really hard, and most are somewhere in between.

Make an intentional choice about which approach to take in a given conflict situation.

Raise your awareness of your own style and strengths, and those of your colleagues, to identify where communication gaps and style differences may be causing friction.

Use open, genuine questions to surface what is really going on beneath a disagreement.

Give your full attention and reflect back what you hear, so the other person feels genuinely understood.

Turn vague expectations into clear, specific, mutually understood commitments.

Some partnerships are easy - but many can be challenging, and highly valuable.

Offer clear, non-blaming feedback by walking through the Situation, Behavior, Impact, Desired outcome and Result.

A proven approach for high-stakes, emotionally charged discussions - staying in honest dialogue.

Hold yourself and others to clear agreements and follow-through, addressing missed commitments directly and early.

Free 30-minute mini-course - take responsibility, take courage, and take action to set healthy boundaries at work.

Ask clearly and specifically for what you need, framed so the other person can actually say yes.

Recognize when you have slipped into the Victim, Rescuer or Villain roles that keep conflict spinning.

The ten critical missteps supervisors make when dealing with a federal employee in trouble.

Express your needs and stand your ground clearly and respectfully, firmly without crossing into aggression.

A U.S. DOT guide walking a federal employee or supervisor from informal to formal routes.

Tuckman's Team Development Model.

Conflict styles assessment.

Creative abrasion assessment.

Review this list and consider how your team can formulate a useful set of guidelines, to support a culture of healthy conflict.

Deborah Peterson highlights why virtual teams are more likely to have conflict, and ways to manage it. (Stanford GSB)

Keith Ferrazzi on protecting team privacy, assigning a point person, diverge then converge, and creating a focal point. (HBR)

Julia Carter identifies common sources of conflict in virtual teams, and six methods to prevent it.

The Virtual Hub on leading from the front, regular team meetings, and creating space for people to voice concerns.

Officevibe outlines common causes, the signs of employee conflict, and strategies to prevent it going forward.

Lindred Greer on the signs of conflict - escalating emotions, fighting over trivial issues - and the phases of conflict.

Fahd Alhattab on changing attitudes, communicating your feelings, and trusting coworkers.

What Makes You Tick? Core values, strengths and personality traits.

Courageously initiating effective communication across differences.

Being mindful of your own emotions, and how you manage them, in the virtual context.