Assess the situation, not the person: In an emotional situation, it's easy to resort to labelling a person as the problem. It is important and more effective to address conflict without letting pre-disposed ideas getting in the way. Instead of saying “You're too negative in meetings” say, “When concerns are raised in meetings, it sometimes shifts the focus away from solutions, which slows progress.” 

Understand different conflict management styles at work: Not everyone will deal with a conflict the same way. Some people are quick to withdraw even if they feel strongly, while others push hard for their point of view no matter the situation. Understanding these differences it essential to truly resolve conflict – otherwise you may assume all parties are happy when this is not the case. The Thomas-Kilmann Instrumentis an effective tool in understanding some of the most common approaches most individuals will use in conflict.  

Never avoid a conflict: Early recognition of conflict in your business is key. Leaders who intervene early prevent the escalation that can come from waiting such as gossip, emotional build-up, lack of engagement at work and even resignation. It might seem easier to avoid, or try and let things blow over – but doing so risks the conflict becoming worse and can lead to serious business consequences.