Conflict between colleagues is a normal part of running a business with more than one person in it. But left unresolved, it can affect morale, productivity and even have an effect on the customers. Handled well, most disagreements can be resolved quickly, without lasting damage to the working relationship.

Here's how to spot conflict early and deal with it in a way that's fair to everyone involved.

Spotting conflict early

Conflict isn't always immediately obvious, because people feel awkward about having difficult relationships. Watch for signs like a drop in communication between certain team members, increased absence, or a change in someone's usual manner at work. The earlier you notice something's wrong, the easier it usually is to resolve, since small disagreements are much simpler to deal with than ones that have been left to build up into big issues.

Talking to those involved

Start by speaking to each person separately, so they feel able to speak openly without the other person being present. Listen without taking sides at this stage, and try to understand what's actually driving the disagreement, since the surface issue isn't always the real one. A few things to keep in mind:

•        Stay neutral - especially until you've heard both sides fully

•        Focus on specific behaviours and situations, not personalities

•        Ask each person what outcome they're hoping for

•        Keep the conversation private and away from the rest of the team

Bringing people together

Once you understand both sides, it's often useful to bring everyone together for a mediated conversation. Set some ground rules first, such as one person speaking at a time and no interrupting, and keep the focus on finding a way forward rather than relitigating who was right. Agree clear, specific actions by the end of the conversation, so everyone leaves knowing what's expected going forward.

For more serious or entrenched conflicts, an external mediator can help. They bring an outside perspective and aren't caught up in office relationships, which sometimes makes it easier for both sides to be honest. It also avoids managers becoming drawn into disagreements and being seen as part of the problem or taking sides.

Preventing it happening again

Once a conflict is resolved, check in with those involved after a week or two to make sure things have genuinely settled, rather than assuming it's dealt with. It's also worth reflecting on whether anything about how your team works contributed to the conflict, such as unclear roles or unrealistic workloads, since fixing the underlying cause reduces the chance of it happening again.