Speaker 1: Betta, we got a question from the audience that's that is about conflict and managing conflict. And so we've been talking about the empathy and the social support. But what about when problems arise? Are there any tips that are that are that we know about group work and conflict resolution? And how do we translate that into the virtual setting?

Speaker 2: Sure. Conflict tends to arise in different, different issues, right? So there's obviously going to be task conflict that people are going to be faced with, but also people face, you know, relationship conflict, conflict, so interpersonal sorts of conflict as well, of course, and then conflict having to do with how are we going to do the work itself, we sometimes call that process conflict. So there's different kinds of conflict. And I would go back to really sort of setting up the team itself. And this idea that we need to go a little bit more slowly so that we can move more quickly, sort of, you know, go slow to speed to go fast. And to remember that sometimes we need to set into place an operating plan of how we're going to do things, even if we've not really done that previously when we were working face to face. So how are we going to manage conflict and to make it clear that we're going to actually have to do this perhaps in a different way than we've done before? And how are we going to settle disagreements? And who is the leader, for example, going to mediate them? Is the leader going to pay attention to this? And I think that's one of the things the leader can really do. So a few things that I've heard from leaders and managers that I have interviewed. One of the things is to look for the signals of when there's latent conflict that is actually ongoing. One of those is silence. So what does silence actually mean? Silence. Silence. When people are not engaging or they seem to be withdrawing, it can mean everything from I've checked out to I disagree to I'm really angry to I don't understand. And so one of my or several actually of the people I've talked to has said, just never let silence go. It's a red flag. Pay attention to it. And you have to get at the underlying issues. It's your job. And again, that gets back to, you know, asking questions and maybe it's going to be one on one to try to understand what's going on between people. Because ultimately, coordination is going to be a lot harder than you have when you have people dividing labor. So you may be in charge of having to figure that out and mediating that. And if it's interpersonal, what you may want to do is to just ask people to agree to disagree. But if it's task related, that may be. A little bit more important to try to make sure that you can work that out so that you can move forward. And that's what we know from the research. Right. You can't change someone's personality, but you can ask them to behave in a polite and civil manner towards each other. And that's also part of your your role in a virtual team, even doesn't matter if face to face or virtual. That's important as well. So so setting up norms of behavior. And you may have to go back to that because that operational. Plan is a living document. And so remembering kind of what's working and what's not working and revisiting that is important.