Navigating Conflict in Virtual Workspaces: Strategies for Remote Teams in IT and Gaming Industry
Smirnova, Amaliia (2024)
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2024120432956
https://urn.fi/URN:NBN:fi:amk-2024120432956
Tiivistelmä
This thesis explores conflict resolution strategies in remote teams within the IT and gaming industries. With the rise in the remote work models, particularly in high-stress, innovation-driven sectors, conflict management has become essential. This study aims to reveal practical strategies that HR professionals can use to resolve conflicts in virtual teams and investigate how remote work dynamics differ from in-person environment interactions. The scope of this research is limited to focus on conflict management in team environments where communication is mainly virtual and does not include hybrid models.
The theoretical framework is drawn from Raines’ (2016) “Conflict Management for Managers” which provides practical strategies for dealing with workplace conflict and Edmondson’s (2019) “The Fearless Organization” which highlights psychological safety in team environments. The framework acts as a guide for the study by aligning interview questions with concepts like conflict sources, resolution strategies, and communication dynamics.
The research is based on a qualitative approach, with semi-structured interviews as the primary data collection method. HR professionals in IT and gaming sectors were selected through purposeful sampling based on their experience in managing remote teams. Interviews were conducted virtually to ensure accessibility and flexibility to help explore each participant’s unique experiences.
The findings show that while remote work does not inherently create conflicts, it brings unique challenges, such as asynchronous communication, lack of non-verbal cues, and cultural differences, which can lead to misunderstandings. Some other factors that impact team dynamics, as pointed out by interviewees, are psychological adaptability and time-limited interactions. The discussion contextualizes these findings and emphasizes the role of HR and leadership in mediating conflicts and fostering effective communication. It highlights practical strategies, including one-on-one meetings and tools that compensate for the absence of informal, in-person communication and offers insights into tailored conflict resolution approaches for remote settings.
The theoretical framework is drawn from Raines’ (2016) “Conflict Management for Managers” which provides practical strategies for dealing with workplace conflict and Edmondson’s (2019) “The Fearless Organization” which highlights psychological safety in team environments. The framework acts as a guide for the study by aligning interview questions with concepts like conflict sources, resolution strategies, and communication dynamics.
The research is based on a qualitative approach, with semi-structured interviews as the primary data collection method. HR professionals in IT and gaming sectors were selected through purposeful sampling based on their experience in managing remote teams. Interviews were conducted virtually to ensure accessibility and flexibility to help explore each participant’s unique experiences.
The findings show that while remote work does not inherently create conflicts, it brings unique challenges, such as asynchronous communication, lack of non-verbal cues, and cultural differences, which can lead to misunderstandings. Some other factors that impact team dynamics, as pointed out by interviewees, are psychological adaptability and time-limited interactions. The discussion contextualizes these findings and emphasizes the role of HR and leadership in mediating conflicts and fostering effective communication. It highlights practical strategies, including one-on-one meetings and tools that compensate for the absence of informal, in-person communication and offers insights into tailored conflict resolution approaches for remote settings.