1. Conflict can emerge when it is unclear who is responsible for what task or what part of a project. Clear job descriptions and expectations can reduce this contributor to conflict. 2. This is a common contributor to conflict and can occur among all levels of staff. Keeping communication channels open and having a culture where questions are welcomed will go a long way in mitigating this contributor to conflict.

In my experience, this is the most simple and important way to begin, Identify the short comings, be intuitive on what will cause unrest be honest and attack these area immediately for change or validation

One thing I have found helpful is talking to the shareholder is assuming good intent. Do not assume you understand the concern or their conflict through their eyes. Have a discussion with the shareholder about their concerns and how they see the conflict. Put yourself in their shoes and try to understand their position. Ask questions and connect with them. This allows you to get the root of the problem--as they see it--and for you to understand their response and what's at stake. Avoid being defensive. Assure the stakeholder that you share their concerns and our committed to finding a solution. It fosters understanding and allows you to reach a creative and understanding solution to the conflict. Sometimes a compromise can be found.

A conflict has arisen in the first place because of differing view points, stressors, emotions, experiences, etc. We all have different filters. Keep this in mind when listening to the other persons qualms. This means it's nothing personal. This knowledge can help diffuse any tension on your end and give room for empathy.

In my personal journey of resolving conflicts, the transformative power of acknowledging and validating feelings emerged as a profound revelation. It's a pivotal step that transcends the mere acknowledgment of a problem and delves into the emotional undercurrents that often fuel conflicts. It's a bridge that connects individuals on a human level, fostering empathy and paving the way for collaborative problem-solving. By embracing this approach, conflicts cease to be battlegrounds and transform into opportunities for connection and growth. It's a lesson that goes beyond conflict resolution.

In my own experiences, expressing my needs and interests has been a journey of self-discovery and authenticity. It's an assertion of my right to have a voice in the conversation, to share my perspective, and to contribute to the resolution process. What I've learned is that this step is not just about stating preferences; it's about communicating the rationale behind them. By doing so, I invite the other parties to consider not only my viewpoint but also the values that underpin it.

One thing I have found helpful is non-bias idea input, that can taken a re-routed to improve performance. If the business owner is not transparent and blatantly honest, that is how majority of these Small Market Cap start ups, especially in the Bio-Tech sector fail. Selling pipe dreams and leave their business pending on a hopeful Regulation or FDA approval. You need multiple contingency plans

What I've found most impactful is the ongoing monitoring and measurement of progress and results. It's not just about ticking off tasks; it's about assessing the effectiveness of the chosen course of action. This iterative process allows for adjustments, ensuring that the resolution isn't just a one-time fix but an evolving strategy. Agreeing on a plan of action serves as the final stroke in painting a resolution. It not only closes the chapter on conflict but also paves the way for a positive and productive relationship moving forward. It's a testament to the transformative power of collaboration and commitment, turning what was once a source of discord into a catalyst for growth and understanding.

As a Financial Advisor who has been to numerous Share Holder meetings, the only way to alleviate this is to deliver on projections, or be realistic from the start. When you start missing earning reports and all the context within them. Alternate opinions will always come out. These are not always efficient forward thinking ideas, but drastic changes out of panic and anger. You have to have the leadership to remind them of the core Idea, identify short fallings, and not try to spin everything into a positive. For example, my personal business capped out on inventory the past 3 months. We could celebrate how fantastic it is, but it is not, that means we our slowing our growth. Do not angle everything to have a positive perspective and be real