Milestone map
Milestone map
3 milestones
Diagnose the Conflict and Document Root Causes
1 week
When a significant team conflict arises — between team members, across teams, or between a team and leadership — conduct a structured diagnosis before attempting resolution. This means holding separate one-on-one conversations with each party, identifying the positions (what each party says they want), the underlying interests (why they want it), and the factual versus interpretive elements of the dispute. Document the diagnosis without judgement on any party, and identify the root causes that must be addressed for the conflict to actually be resolved.
Proof required
Submit the conflict diagnosis document (min 500 words, anonymised for the parties involved) covering positions, interests, factual vs interpretive elements, and identified root causes. A manager or HR partner must confirm the diagnosis was produced before resolution was attempted.
What gets checked
- Positions and interests are distinguished for each party — not treated as the same thing
- Factual and interpretive elements are separated — what is verifiable versus what is perception
- Diagnosis was produced before resolution was attempted — not retrospectively
Resources
Foundation: start here · Depth: go deeper · Mastery: for the dedicated
Foundation
Depth
Facilitate a Resolution Session
1 week
Facilitate a structured resolution session with the conflicting parties. The session must include: agreement on ground rules (what is in and out of bounds for the conversation), each party stating their interests (not positions), collaborative problem-solving toward solutions that address interests on both sides, and a documented outcome — either a specific resolution agreement or a clear statement of what is still unresolved and what happens next. Follow up within one week to confirm the agreement is holding.
Proof required
Submit the resolution session plan (agenda, ground rules), anonymised session notes showing each element was completed, the documented outcome (resolution agreement or escalation plan), and a one-week follow-up note confirming the status. An HR partner, senior manager, or executive sponsor must confirm the session ran.
What gets checked
- Ground rules were set and documented before the substantive conversation started
- Each party stated their interests — not just restated their positions
- Outcome is a specific documented agreement or a specific escalation path — not 'the conversation went well'
Resources
Foundation
Reflect and Share Conflict Resolution Learning
2 weeks
Within 30 days of the resolution, produce a conflict resolution retrospective (anonymised) covering: what the root causes were, what approach was used and why, what worked and what didn't, and what you would do differently next time. Present the retrospective (with all identifying information removed) to a peer management group or team leads forum, and document the discussion. The retrospective is for learning, not blame.
Proof required
Submit the anonymised conflict resolution retrospective (min 500 words covering all four elements) and notes from the peer management group presentation showing questions raised and your responses.
What gets checked
- Retrospective is genuinely anonymised — no party can be identified from the account
- What didn't work is addressed honestly — not only the successful elements
- Peer group presentation provoked discussion — at least two questions from peers are documented
Resources
Foundation