Now, let’s assume you don’t have an HR team to support you. You’re three weeks into a 10-week shoot, and two team members are having issues. You know conflict resolution can be messy, and with the tight schedule, lengthy investigations and mediations aren’t realistic... 

Below is simple framework for situations like this - practical, straightforward steps that can help resolve the issue or at least start addressing it. The key thing to remember is that taking quick action can make immediate improvements, preventing the conflict from escalating and affecting the team. 

First, you need to identify the problem - the real problem. Often, the issue isn’t what it seems at first. People might think it’s just a “personality clash,” but more often than not, the problem is more complex. Even the people involved may not fully understand what's really going on. There are usually underlying factors that, once identified, can be addressed quickly. 

How? You’re going to do three things... 

Ask them... 

• What do they see? 

• Have separate conversations with each person to understand their perspective. 

• Use open-ended questions to gain insight, such as: 

• What do you see as the main issue? 

• How do you feel this is affecting the team/work? 

• What would help improve the situation? 

Ask the team... 

• What do the team see?  

• Don’t hesitate to gather input from the broader team. This isn’t an HR “no-no” - it’s a valuable way to identify blind spots. 

• Colleagues often have insights that can highlight root causes and provide context. 

Ask yourself... 

• What do you see? 

• What patterns do you notice? 

• Are there specific triggers, such as high-pressure moments (e.g., double banking, late shoots) or logistical issues (e.g., ineffective tools, unclear processes)? 

• Is poor communication a major factor? 

While this might seem like a big task, it’s actually not. Taking the time to have these conversations upfront will help cut through the noise and pinpoint the real issue. By summarising everyone’s perspectives, including your own observations, you can enter the conversation with a clear understanding - saving you from hours of unproductive back-and-forth and preventing the issue from escalating, all while keeping the production on track. Investing this time now will ultimately save time and energy down the line. 

The core issue will likely fall into one (or both) of two categories: Behaviours, such as mismatched communication styles, unhelpful habits, lack of trust, micromanagement, or more serious concerns like bullying allegations; and Systems & Processes, like poorly structured work delegation, unclear roles, or dysfunctional team dynamics. 

NB. If the issue involves bullying, harassment, or discrimination, it should be handled correctly. See "Dealing with Bullying, Harassment, and Discrimination." 

If the issue is due to other issues, let’s move on... 

Now that you've gathered all the facts, it’s time to bring everything together and walk through your summary in a clear and constructive way. You need to take control of the meeting, setting clear expectations about what it is - and isn’t - about. Ask each person to prepare by summarising their key concerns in writing beforehand. This will help keep the conversation focused and structured. 

During the meeting. 

 1. Set the tone 

• Open with your observations and a neutral summary of the situation. This gives you control of the room showing that you’ve reflected on both sides and external observations and have a solid grasp on the key issues. 

• Establish some ground rules for the discussion (e.g., respectful communication, listening actively): For example, let’s agree to listen respectfully to each others perspective with a shared interest of coming to a resolution. 

• Reinforce the shared goal - for example, doing a great job on the production and maintaining a respectful workplace. 
   

Tip: Guide the conversation by focusing on facts, not emotions, and encourage each person to share their perspective without interruption. This keeps the discussion constructive and solution-focused. 

2. Facilitate the discussion 

• Allow each person to explain their perspective. 

• Encourage open dialogue while keeping the conversation solution-focused. 

• Identify concrete changes that can improve the situation. What are the key things each person can do differently to help the situation. 

Tip: Keep the focus on solutions by asking, “What can each of you do differently to improve the situation?” This helps identify actionable steps and ensures everyone is part of the solution. 
 

 3. Agree on next steps  

• Define specific actions each person will take moving forward. It’s really important that there’s accountability and an agreement made to improve things on both sides. 

• Clarify any necessary adjustments in workflow or communication. 

• Ensure both parties leave with a clear understanding of expectations. 

Tip: It’s okay to admit that everything might not be fully resolved right away. The key is to focus on taking actions that will make the biggest difference in improving the situation. 

What if someone refuses to engage? 

You might face someone who refuses to engage. If that happens, it’s important to: 

• Clarify expectations: Explain that teamwork and professionalism are part of their role responsibilities. 

• Outline the impact: Make it clear how their behaviour affects the team and the work. 

• Reinforce accountability: Attitude and conduct are performance factors that will be taken into consideration. Engaging in a resolution is part of a person's responsibility on the team. 

Conflict can come up when people work together, and it can be made worse in high-pressure environments. With the unique nature of our work - late nights, long hours, and fast-paced dynamics - emotions can run high, making tensions more likely. But resolving conflict doesn’t have to be overwhelming. By taking a structured approach, you can tackle issues quickly and effectively, saving time and preventing long-term damage to both your team and the quality of work. It might not be perfect, but it’s key to keeping things on track. 

1. identify the real problem: 

Observe, ask questions, and summarise the key issues. 

2. Set up a resolution meeting 

Structure the conversation, set expectations, and find actionable solutions. 

3. Address resistance 

Reinforce accountability and ensure alignment on professional conduct. 

Taking these steps will not only improve team dynamics but also create a more positive and productive work environment - allowing you to focus on delivering great work without unnecessary disruption.