You should have a management plan in place that will eliminate most conflicts before you start on a project, but in the event that you don’t or that a conflict arises that is not covered in the plan, you need to know how to resolve it. There are several ways of resolving conflict once you’ve determined what the root cause is. You can manage the conflict, but that doesn’t always lead to a resolution.
Sometimes, you may try conflict management, and it seems as though the parties involved have come to terms with their differences, but three days later, the conflict is back. Other than firing the instigator, you may try other methods.
If the conflict is of a legal nature, and the victim agreed to a compromise, but that is not working out, you may try formal arbitration or other legal avenues. These are normally used for things like racial prejudices or other interpersonal conflicts.
You could do something as simple as moving one person to another department or group. One of the big things that causes conflict in a team setting is when a manager tries to micromanage everything.
If you know you, as a manager, have a problem with micromanagement, nip it in the bud at the beginning. Ask your team members to send you a status update at the end of the day or end of the week. Hold status meetings every week or every couple of weeks, depending on the length of the project.
In other words, let your team members manage your micromanagement disability for you. This works for other managers as well by just having team members check in frequently. It keeps the micromanaging to a minimum, people are happy that managers are not constantly bugging them, and work gets done on time and with quality.