The first step in mediating workplace conflict is to assess the situation objectively. It may be beneficial for managers to observe how employees interact and identify any patterns among their interactions which could indicate potential problem areas. From here, managers should acknowledge both sides of the dispute and consider the feelings involved before attempting to solve them (Noer 2012). This might involve having conversations with each employee individually so that they have an opportunity to express their grievances openly without fear of reprisal from other team members (Cipriano 2017). Once all perspectives are heard clearly it may become apparent what disagreements actually exist between individuals as opposed to perceived wrongs that were inferred but not directly stated by either party involved in the conflict (Noer 2012).

Once all parties have expressed their opinions on the matter, now comes time for mediation. At this juncture managers ought seek out mutually agreeable solutions which address root causes rather than just symptoms (Kamberg 2018). If there are differences in opinion then managers should facilitate discussions between teams while keeping emotions at bay until understanding has been reached on both sides regarding why one another feels “right” or “wrong”. If a resolution still cannot be found then experts suggest considering offering incentives such as additional training or providing more support from senior staff/management if applicable (Cipriano 2017). Mediation should always center around mutual respect regardless if agreement is found between conflicted parties since this will help everyone move forward even if tensions remain unresolved after mediation efforts have concluded (Kamberg 2018).

In conclusion, managing personality conflicts at work requires patience from managers when approaching these delicate issues; however once handled correctly it can foster stronger collaboration within teams going forward which ultimately benefits organizations overall. To mediate successfully requires active listening skills paired with willingness for compromise; moreover those same principles must apply even long after resolution has been reached since effective leadership models set examples others can follow when engaging colleagues respectfully during moments of disagreement in future scenarios.

Works Cited:
Cipriani A., Matera G., “How To Resolve Conflict In The Workplace” , Harvard Business Review | May 30th 2017 | https://hbr.org/2017/05/how-to-resolve-conflict-in-the-workplace
Noer D., “Management Strategies For Dealing With Conflicts At Work” , Forbes Magazine | August 3rd 2012 | https://www.forbes.com/sites/davidnoer/2012/08/03/management-strategies-for-dealing-withconflictsatwork/#48cbadce7101
Kamberg J., “Mastering Conflict Resolution In The Workplace” , Training Industry | October 12th 2018|https://trainingindustry . com / magazine / master – ing – con f l i c tresolutionintheworkplace