Conflict Management and Conflict Management Strategies within Scrum is as much about the Scrum Master’s Management style as it has to do with Conflicts in between Team members. This is where a great Scrum Master comes into their own. However, we are not going to discuss the Management styles of these “Servant-Leaders” here. We are going to look at a few Conflict Management Techniques that can be used when necessary.

When Working in small Scrum Teams (Scrum Master, Product Owner and Development Team) with tight deadlines, it is natural for stress to mount and tempers to rise. While some Scrum Masters may find themselves with a Team that gets on well together from Day 1 and never a cross word is spoken, this is quite the luck of the draw and rather unusual. Handling Conflict is the Scrum Master’s duty. There are 4 possible outcomes from any intervention, however just one is effective and helpful to the Scrum.

Conflict Management Strategies: When do Conflicts Arise?

One of the Risks of a Scrum Project is that it takes a small group of people with different skills and experience and puts them in a situation where they are required to Work closely with each other at high Velocity. This is usually done in a reserved space, for a considerable length of time. While some of the Team may know each other, some may be total strangers. Bruce Tuckman explained the Lifecycle of a Team from a Psychological Perspective. This was based on his research of marine Teams in the United States during the 1960s. He noted how Teams go through Four Stages of Maturity to develop into a High-Functioning Team.

Conflict Management Strategies: Team Maturity

While Conflict can always arise at any point, the first two stages are the most likely to engender Conflicts and disruptions. The stages are:-

‘Forming’ – Where the Team is Initiated. Each member sees himself or herself as a specific and there is little understanding of, or bonding with, the other Team members. There is usually only minimal Conflict at this Stage; Team members are too busy trying to size each other up.

‘Storming‘ – This is the rocky stage. The Team members have learnt a bit about their counterparts and are searching for their own place in the Team. This is where Conflicts begin. Conflicts however can continue throughout some Projects. There may be individuals with strong characters and similarly strong viewpoints that do not see eye-to-eye.

‘Norming‘ – This is the stage where the Team is working as a Team. This does not mean that there will be no Conflicts. Some conflicts may arise, particularly when one is getting close to release date. Conflicts may also occur when there is an issue with the Acceptance Criteria.

‘Performing‘ – This is where you have a high-performing Team. The team is capable of sorting out their own clashes. Not every Scrum Team reaches this Nirvana.

Conflict Management Strategies: The Four standard Conflict methods

• ‘Win-Win’: where the concerns are solved and everybody carry on.
• ‘Lose-Win’: where some Team members will stop participating since they wish to avoid Conflict.
• ‘Lose-Lose’: where a lot of time and difficulty is invested making everybody happy. This is at the expense of a successful Project outcome.
• ‘Win-Lose’: the inverse of ‘Lose-Win’, where some Team members become dominant and even autocratic.

One does not need to be a Rocket Scientist to understand that “Win-Win” is the desired outcome. The other techniques are compromises. The Scrum Framework is uniquely suited for Managing Conflict. All the Conflict Management Tools are integrated into the Processes and Meetings, or Ceremonies. If the Scrum Master utilizes the Scrum Framework successfully, much of the Work is Done for them.

Tool no 1: The Common Vision.

The Visioning at the start of the Project is essential; it lines up everybody towards the Delivery of a successful Project. Where a Conflict emerges, it can be talked about with referral to the Project Vision. Any point of view that diverges from the Vision does not benefit the Project. However by using the original intent as the focus, it depersonalises any Conflict. There may be some “Win-Lose” or “Lose-Win” in getting to “Win-Win”, however consensus will be reached.

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Tool no 2: The Agile Manifesto.

The Agile Principles and Values of the Manifesto specify how the Work should be Done. Advising the Team about the Values to be upheld is a non-confrontational way to redirect everyone back to what they must be doing, that is, producing a Valuable Product.

Tool no 3: The Daily Standup Meeting.

The Daily Stand-up Meeting is the Scrum Master’s barometer of Team Collaboration. It is vital that each Team member participates actively. If some Team members are reticent, there might be a “Lose-Win” situation developing.

Tool no 4: Committing to the Sprint Backlog.

If a Conflict occurs, it should be dealt with as soon as possible. Until the conflict is dealt with the commitment to the Sprint and the Project is in jeopardy. The Scrum Master must try and get the problems fixed as quickly as possible. They can then ask the entire Team to revisit the dedication they made. The focus is on the Project and successful outcomes.

Tool no 5: Planning Poker.

Games such as Planning Poker can be used to Estimate the complexity of User Stories. While it is not directly a Conflict Management Tool, it creates a Culture of Negotiation in the Team. Mutual agreement is reached following conversation amongst the Team.

Tool no 6: The Retrospective.

The Retrospective is a vital stake in the ground for Managing Conflict. It takes a good deal of ability to Manage a Retrospective objectively without finger pointing and casting of stones. It does however reposition the Team for the next Sprint. They return into the starting blocks after understanding What Went Well, What Did Not, and How To Improve the Next Sprint. Undoubtedly, anything that did not work out is a point of Conflict. However Working through it and understanding how to avoid or conquer it in the future helps the Team Mature and Work together.

Conflict Management Strategies: Conflict is Good, Don’t Deflect it.

There are other facets of Scrum that encourage Teamwork and reduce Conflict. However even the few pointed out above can assist in bringing fast and unbiased resolutions to most impasses. It is important that the Conflicts are aired and Managed as they occur, and not allowed to fester.

It is a Fact of Life that in some cases a Team member will be so disruptive that he may be require to be replaced. However a knowledgeable Scrum Master should have the ability to Develop a harmonious Team simply by ensuring that good Scrum practice is always observed.