Biophysical Society Bulletin | March 2026

Career Development

How Do I Resolve Conflicts with a Colleague? Disagreements are a natural part of

that both parties can walk away happy if they find a way to work together. These kinds of conflict rarely reflect personal animosity. When approaching a disagreement, try leading with curiosity instead of defense. Starting with a neutral statement, such as “I would like to understand your perspective on this” or “I am concerned about meeting our timeline if the schedule is un clear,” sets a collaborative tone, which will probably lead to a much more productive conversation than “You are making this difficult.” Always remember to focus on specific behaviors or outcomes instead of assuming the other party’s motivations. There are moments, however, when informal resolution is not enough. Sometimes talking to a colleague at all just seems to make the situation worse. Make sure to consult established guidelines for your institution or workplace and to document your communications. You probably have access to neutral mediation programs and formal conflict-resolution path ways of some kind. These can be especially important when conflicts involve power differences or complex issues such as authorship or project responsibilities. In my experience, just knowing that you could prove your side of the story can make a world of difference for your mental health. Even when conflicts cannot be completely resolved, your goals stay the same: maintain professionalism, reduce friction, and focus on shared objectives. By addressing tension early and seeking practical solutions, researchers can turn disagreements into learning experiences. As difficult as it may seem in the moment, thoughtful conflict management is an essential part of cultivating a culture of respect, which should always be our standard. The earlier you begin, the faster the conflict can be resolved, and the team as a whole will be stronger for it. — Molly Cule

research. How could they not be? When people with strong opinions operate together within tight deadlines under high expectations, tension is almost inevitable. Small misunderstandings can grow, and they might not be very noticeable until they’ve grown quite a bit. Handled thoughtfully, however, conflicts can clarify expectations while

strengthening the team and its culture. As you may have noticed throughout your life, a large amount of professional conflict comes from a few common pain points, like miscommunications and competing demands. Recognizing these patterns early is crucial, because conflicts rarely improve on their own. Simple conversations can be more effective than you might expect. For example: “Can we set aside ten minutes to clarify how we are doing X?” or “Help me understand what matters most to you about this draft.” Having small talks like this every once in a while is the most reliable method that I have found for catching pain points early on. Let’s imagine two researchers who need to use the same piece of equipment on overlapping schedules. Frustration builds and emails become curt. In this situation, the underly ing issue is not the instrument itself, but unspoken assump tions and lack of communication. A short conversation to clarify needs and establish a transparent schedule can resolve tension before it escalates. Another scenario might involve two co-authors with different ideas about how to structure the manuscript. One contributor wants to emphasize tech nique, while the other wants to increase readability. Coming together to discuss priorities and compromising could move the project forward while ensuring that all perspectives are represented. You might be surprised by the number of times

Submit to

March 2026

12

THE NEWSLETTER OF THE BIOPHYSICAL SOCIETY