Video for Clarity and Better Conflict Resolution With Remote Teams

Dr. Gleb Tsipursky, CEO at Disaster Avoidance Experts

Working remotely doesn’t have to make conflict more troublesome than normal. One expert says there is proof that video can help teams in two distinct, effective ways.

In the article, How to Master Conflict in Remote Teams, Dr. Gleb Tsipursky writes in Entrepreneur magazine how to leverage video calls for communication clarity and how there is power in regular video check-ins.

Tsipursky, CEO of the hybrid work consultancy Disaster Avoidance Experts, authored Returning to the Office and Leading Hybrid and Remote Teams.

In his Entrepreneur article, Tsipursky told of a professional services company of approximately 100 staff members he advised that discovered conflict resolution dramatically improved after switching from text-based communication to video communication for team meetings.

The reason being for this development, he wrote, was because employees were now able to pick up on nonverbal cues and clarify misunderstandings in real time.

A question that is important to ask is whether team members and leaders especially are normally tuned into picking up on these cues.

“Not everyone is a natural at picking up on non-verbal cues but the good news is that this skill can be learned and honed,” Tsipursky tells Communication Intelligence. “In a remote work setting, video calls offer the opportunity to observe facial expressions, body language and tone of voice, which are essential components of effective communication.”

Recognition skills are still helpful and necessary to continue developing and to learn well, Tsipursky offers guidance.

“Your readers should pay close attention to: Facial expressions — a furrowed brow, tightened lips or a subtle eye roll may indicate disagreement or frustration. Body language — crossed arms, shifting in one's seat or leaning away from the screen can signal discomfort or disengagement. Tone of voice — hesitation, inflection or changes in volume can reveal underlying emotions or hint at potential misunderstandings,” he instructs.

Learning what to immediately be on the look out for brings valuable information and signals to leadership and colleagues.

“By focusing on these nonverbal signals, they'll gain a better understanding of team members’ thoughts and feelings, ultimately improving communication and reducing the likelihood of conflict,” Tsipursky says.

He is a strong proponent of the (virtual) huddle, writing in Entrepreneur, that “In remote work, out of sight shouldn't mean out of mind. Regular team check-ins are essential for addressing potential conflicts before they escalate.”

As evidence, you explained that “the largest law firm in a Midwestern city saw a marked improvement in team dynamics after implementing weekly check-ins,” after his recommendation. “The practice provided a platform for employees to raise concerns and resolve conflicts proactively.”

It has to be asked why leaders are not regularly considering the possibility of lurking or growing conflict? And maybe also, how much more effective weekly check-ins and inviting employees to raise concerns can help employee's feel important and resolve issues successfully before they become significant?

“Leaders may overlook potential conflicts for several reasons,” Tsipursky says. “Some may be too preoccupied with their own tasks or too confident in their team's harmony to notice brewing tensions. Others may mistakenly believe that remote teams are inherently free of conflict since physical distance separates employees.”

That false assumption is problematic because it creates slower reactions to brewing or rapidly escalating issues and prevents mitigation and quicker, easier resolution.

“Unfortunately, this oversight can result in unresolved issues snowballing into major problems,” Tsipursky says. What is smarter and protective, he recommends, is the decision of “Implementing regular team check-ins, such as weekly or biweekly meetings,” because they, “can provide a forum for employees to voice their concerns and leaders to identify potential conflicts early on.”

That is vital emotionally and psychologically and for organizational health and success because, “These check-ins give team members the opportunity to feel heard and valued, fostering a sense of belonging and trust,” he adds.

Leaders and organizations can benefit significantly by learning and fully understanding that “When employees are encouraged to raise concerns proactively, they are more likely to feel invested in the company's success and participate in collaborative problem-solving,” Tsipursky says.

Taking this proactive approach is the smart play because, according to Tsipursky, it “strengthens team dynamics” and “boosts overall productivity and well-being.”