Navigating Conflict as an Agile Coach in Low-Trust Environments

In many organisations, psychological safety is not a given. Hierarchical, command-and-control cultures often foster fear of blame, discouraging teams from speaking openly, challenging decisions, or taking accountability. Yet conflict still exists, sometimes bubbling under the surface, sometimes erupting in ways that damage collaboration and productivity.

For Agile Coaches, this presents a unique challenge. How do we help teams resolve conflict when psychological safety is fragile?

With over a decade of experience working in complex, high-pressure environments, including M&As, global restructures, and layoffs, I’ve seen firsthand how conflict, when poorly managed, erodes trust. From dealing with difficult leadership to navigating secretive backroom dealings and corporate politics, I’ve learned that Agile Coaches play a vital role in steering teams through uncertainty and tension.

Understanding Conflict in a Blame Culture

In environments where mistakes are punished rather than learned from, people often:

• Fear consequences for speaking up

• Avoid accountability and play it safe

• Hesitate to challenge decisions, even bad ones

• Withhold feedback, leading to stagnation

While Agile Coaches cannot single-handedly transform an entire organisation, we can create micro-cultures of safety within our teams and equip them with practical tools to navigate conflict constructively.

Four Key Strategies for Agile Coaches

Created by Rebecca Hudson

1- Establish a Clear Conflict Resolution Process

Conflicts don’t resolve themselves. Without structure, they fester. Agile Coaches can introduce a simple, repeatable framework:

• Acknowledge the issue – Use retrospectives, one-to-ones, or sprint reviews to surface tensions in a non-threatening way.

• Clarify – Frame discussions around facts and impacts, avoiding emotional reactions or blame.

• Collaborate – Encourage open dialogue while maintaining a safe space.

• Problem-solve – Guide teams to brainstorm solutions together rather than fixating on blame.

• Implement solutions – Ensure clear actions are taken.

• Reflect & adapt – Regularly review how conflicts are handled and refine the approach.

💡 Coach’s Tip: Privately coaching individuals before difficult conversations can build their confidence in speaking up.

2 - Encourage Constructive Feedback

Feedback is essential for growth, but in low-trust environments, it must be delivered carefully to prevent defensive reactions:

Use neutral, solution-focused language =

Instead of: “You never listen to my ideas.” Try: “I’d love to explore ways we can ensure all ideas are heard before making a decision.”

Encourage ‘I’ statements to shift from blame to collaboration =

For example: “I’m concerned that our current approach may be leading to rework. How can we adjust?”

Normalise anonymous feedback if needed =

If a team is highly risk-averse, starting with anonymous retrospectives can surface real issues before shifting to open discussions.

💡 Coach’s Tip: When coaching leaders, link feedback to business outcomes and value (e.g., efficiency, quality) rather than emotional benefits to help shift their mindset.

3 - Reframe Conflict as a Growth Opportunity

Conflict isn’t inherently bad. When handled well, it drives innovation, strengthens teams, and improves decision-making. Agile Coaches can help teams:

• See conflict as a catalyst for better ideas and stronger collaboration.

• Celebrate successful conflict resolution – privately or publicly, depending on team culture.

• Reinforce the idea that diverse viewpoints lead to better solutions.

💡 Coach’s Tip: With resistant stakeholders, link conflict resolution to tangible business improvements like reducing delays or increasing team efficiency.

4 - Protect Team Morale in a Fear Culture

Even in a low-trust environment, Agile Coaches can create local safety and build trust within teams:

🛡️ Model constructive conflict resolution in every interaction.

🛡️ Privately support individuals dealing with fear or blame.

🛡️ Reinforce shared accountability – shift discussions from “Who caused this?” to “How do we prevent this next time?”

💡 Coach’s Tip: If leadership resistance is high, seek allies in middle management or influential team members who can advocate for safer dialogue.

🧩 The Agile Coach as a Conflict Navigator

In difficult environments, self-preservation often leads individuals to throw colleagues under the bus, engage in blame games, or retreat into silence. Agile Coaches must help teams recognise that finger-pointing harms everyone.

• Psychological safety may not always be present, but conflict must still be managed.

• Structured conversations keep conflict productive rather than destructive.

• Framing feedback carefully encourages participation without fear.

• Small changes - private coaching, neutral language, and structured discussions - can help teams navigate conflict, even in the toughest environments.

📊 Applying the Glasl 9-Stage Conflict Model

Conflict doesn’t appear overnight, it escalates. The Glasl 9-Stages of Conflict Escalation model can help Agile Coaches identify where a team is, and intervene before conflict spirals out of control:

• Stage 1: Hardening – Differences emerge, but communication is open.

• Stage 2: Debate & Polarisation – Sides form; trust begins to erode.

• Stage 3: Actions, Not Words – Communication breaks down; behaviour becomes defensive.

• Stage 4: Image & Coalitions – People stereotype, seek allies.

• Stage 5: Loss of Face – Attacks become personal, trust collapses.

• Stage 6: Strategies & Threats – Ultimatums and power plays escalate.

• Stage 7: Limited Destruction – Harming the "opponent" is seen as acceptable.

• Stage 8: Total Destruction – Winning isn’t the goal; destruction is.

• Stage 9: Together Into the Abyss – Mutual destruction becomes inevitable.

Understanding where a conflict sits allows Agile Coaches to de-escalate tensions early, keeping teams focused on resolution instead of dysfunction.

Glasl Conflict Resolution Model

🚀 Final Thought: What’s One Technique You’ll Try?

Managing conflict in low-psychological safety environments requires care, sensitivity,  patience, and strategy.

👉 Which of these techniques resonates most with you?

👉 What’s one small change you’ll introduce in your coaching this week?

Let’s discuss in the comments!

A Little Disclaimer:

My words are my own.  Whilst Chat GPT and other AI tools are amazing resources to check my grammar, suggest better formatting and provide catchy headlines when the brain fog sets it, it cannot provide verifiable data without substantiation. It cannot replace experience or the passions and inspirations which fuel our professional lives. Any data and trends I have included have been substantiated via the sources I provide.  The insights given in this article are based on my +21 years professional experience, my +6 years in senior leadership roles in The UAE and my own wide-ranging research.  If this article has resonated with you please feel free to comment and share, feedback is always welcome and appreciated.