You have recently been hired as the vice president for human resource in an advertising agency. One problem that has been brought to your attention is the fact that the creative departments at the agency have dysfunctionally high levels of conflict. You have spoken with members of each of these departments, and in each one it seems that a few members of the department are creating all the problems. All these individuals are valued contributors how have many creative ad campaigns to their credit. The high levels of conflict are creating problems in the departments, and negative moods and emotions are much more prevalent than positive feelings. What are you going to do to both retain valued employees and alleviate the excessive conflict and negative feelings in these departments?

There are two problems that need to be solved in the scenario above: the increase in team conflicts and the retention of valuable employees who are the cause of conflicts. In these two situations, as recently hired as vice president of human resources for an advertising agency, the ideal would be to try to understand how the people management process that occurred before his arrival at the company was carried out, and from there, find strategies for resolve the two main types of conflicts that occur at the advertising agency.

Some solutions arise from the principle of revising the HR policy and establishing a more direct and facilitated communication with employees, in order to increase the employees' perception of a management focused on the employee's well-being and open to feedbacks.

Another solution for reducing conflicts in teams is the assessment and analysis of the profile of each member individually and in a group, in order to monitor the individual and collective performance of each and define assignments according to their skills, generating greater integration between teams and appreciation of each employee, which increases engagement and motivation at work, reducing conflicts and turnover.