Ever notice how the best ideas often come from a bit of healthy disagreement? But how do you tell when a disagreement is healthy versus harmful?
In the world of software, conflicts pop up as often as new frameworks do. People argue tensions mount. When should a manager intervene?
But first, let’s understand…
Why Do Conflicts Flare Up?
I’ve been around managing tech teams for more than 20 years and know that every team hits friction sooner or later.
Conflict often arises because everyone has a different lens. One person is obsessed with performance; another is all about user experience. Through it all, one lesson stands out: Conflict is inevitable when talented people care about their work. The key is making it constructive rather than destructive.
Start by Appointing “Referee”
In many tech teams, the official role of referee belongs to the Project Manager or Scrum Master. They’re the ones, who spot issues early and steer everyone back on track, possibly with the help of a lead architect or a senior developer who commands respect.
Sometimes, a project manager has too much on the plate to referee every disagreement. Pick someone else—maybe a senior dev or designer—who’s known for being calm and logical. They step in when arguments get heated, guiding the team toward practical solutions.
At Smartexe, we’ve found that having a designated “point person” for conflict keeps disputes contained. But the real magic happens when each person on the team takes a bit of responsibility for resolving friction, rather than tossing it to someone else.
Two Ways to Tackle Conflicts
Avoid the Wrong Conflicts
It’s hard to admit, but many times arguments within teams arise because of us - managers. We don’t manage or communicate things properly and this creates a fertile ground for conflicts:
- We Don’t Set Clear Expectations Early
Before any code gets written, create an alignment on goals, roles, and deadlines. Clearly defined expectations reduce friction down the line. For example, if two developers disagree on structuring a feature, address it immediately. Don’t join either side just state your expectations. The Problem You Defined Too Big
Sometimes conflict starts because the problem itself is intimidating. People argue because they have too many question marks. Split large tasks into smaller chunks and communicate them clearly to avoid unnecessary conflicts.For instance, instead of tasking a team with “improving app performance,” break it into specific tasks like “reduce load times on the homepage” or “optimize database queries.”
We Rely Too Much on Text Communication
Remote teams often rely heavily on text-based communication, which can escalate misunderstandings. A misinterpreted tone or incomplete context can lead to unnecessary disputes.
Run a quick video call or schedule a face-to-face meeting to talk through details and sensitive issues. Personal interaction helps clarify intent and resolve conflicts faster.
Jargon Overload
Fancy terminology can blur the actual challenges and open things up to misinterpretations. Speak plainly.
If you’re debating how a fintech software outsourcing project should handle security protocols, skip the buzzwords. Just say: “We need this to be secure, fast, and easy for end-users. How do we balance those three things?”
Manage the Right Conflicts
If the arguments are healthy, it’s your role as a manager to keep them healthy. Here’s how:
Stay Curious, Not Combative
When someone proposes a new approach, show curiosity. Ask questions like, “What benefits do you see in this?” or “How might this impact our timeline?”
This approach fosters openness and innovation.
Validate, Then Challenge
Acknowledge a team member’s viewpoint before raising concerns. For example: “I see how this solution could simplify the backend. Do you think it might complicate frontend integrations?”
Validating ideas first makes challenges feel less like personal attacks and more like constructive input.
Facilitate Neutral Ground
When tensions run high, organize discussions in a neutral setting. For instance, holding a team retrospective or a brainstorming session can provide structure and calm the atmosphere.
A neutral environment can encourage people to share their perspectives more openly.
Encourage Data-Driven Decisions
Opinions can lead to heated arguments, but facts usually cool things down. Encourage team members to back up their viewpoints with data. For example, if there’s a disagreement about a UI change, run A/B tests or analyze user feedback.
Data gives clarity and shifts the focus from personal opinions to objective outcomes.
Rotate Perspectives
Sometimes, conflicts persist because team members can’t see things from another person’s viewpoint. Create exercises where developers, designers, and testers rotate roles for a day or collaborate on tasks outside their usual scope.
This fosters empathy and helps the team understand each other’s priorities.
But Most of All: Keep an Eye on the Big Picture
At the end of the day, conflict is just a sign that people care—maybe too much sometimes, but at least they’re invested.
In my experience, the best solutions often appear right after the biggest arguments. It’s messy, sure — but it’s also where real innovation comes from.
So the next time your developers are on the brink of a standoff, don’t panic. Make space for the conversation, steer it wisely, and watch as tension transforms into something far more powerful: progress.
Looking to augment your workforce with a strong team of professionals who know how to manage healthy arguments? Give us a ping - we might have just the right people, ready to start working for you today.
Like this article? Follow me and Smartexe for more original insights on tech leadership, recruitment, and building high-performance teams.
