Conflict is often perceived negatively, but it can be a golden opportunity for growth, and mutual understanding, thus making the product development process more efficient. The challenge lies not in the presence of conflict but in harnessing its potential for positive gains.
All our team members have various backgrounds and experiences, so differences in perspectives are to be expected. This variety immensely contributes to the quality of our products, but it presents some interpersonal challenges as well.
The conflicts we’ve encountered so far are rooted in misunderstandings because of the distributed team nature and primarily written communication among colleagues. Despite the efficiency of digital communication platforms, they sometimes fail to convey the correct tone and intent, even with the use of emojis 😄
We begin to handle potential conflicts during our hiring process as we look for people who share similar values: willingness to embrace new ideas, transparency, striving for continuous learning, open-mindedness, and having clear ambitions and objectives. We seek individuals who envision long-term association with us, focusing on nurturing and scaling relationships.
Apliteni thrives on a culture of respect and professionalism. Any discourse, however, heated, remains focused on the company and team’s objectives, keeping aside personal biases.
How We Handle Conflicts at Apliteni
Apliteni is an equal opportunity employer. We know that the views of some team members are opposite on some matters. So, to relieve unnecessary tension at its roots, we ask our team to avoid controversial topics like politics and religion in all public communication channels.
Our approach focuses on preemptive measures. We foster transparency by incorporating regular one-on-one meetings, team syncs, and performance reviews. Transparency is our core company principle, which also minimizes the chances of conflicts.
Should disagreements arise between team members, we advocate for direct voice communication. A one-on-one video call can assist in eliminating ambiguities and reinforcing mutual understanding. If this hasn’t worked, the team leader joins in to assist in handling the situation between colleagues. The misunderstandings are usually resolved at this stage. However, if, for some reason, the conflict continues, a People Ops manager will act as a mediator. If one of the team members gets personal and begins insulting his colleague, it could serve as grounds for termination.
Decreased performance can bring conflict and resentment within the team. It is crucial to address the issue promptly and effectively in such situations. To tackle this challenge, Apliteni follows a proactive approach as well.
When a team member exhibits a decline in performance, we initiate a call with that individual to gain insights into the factors impeding progress and identify potential solutions. This initial conversation aims to understand what may have happened and how we can support the team member in resolving the problem.
What Happens Next?
If, despite our efforts, there is no noticeable improvement within a couple of months, we arrange a second call. This subsequent discussion allows us to delve deeper into the issues faced by the team member and gain a better understanding of their circumstances. However, if performance remains unsatisfactory even after the second call and all avenues for improvement have been explored, we are left with no choice but to consider termination as a last resort.
At Apliteni, our primary focus is on harnessing potential, nurturing relationships, and preemptively addressing concerns, ensuring the optimal environment for growth and productivity. We don’t avoid or bury conflicts but try to resolve them gracefully with the primary aim of establishing better communication in the future.
