You may also find that there are areas that neither person  holds as a personal area of a responsibility-a gap.  Gaps are a source of unspoken conflict. The gap is presumed by each of the two as the unfulfilled responsibility of the other party. Since the issue has not been addressed directly, the presumption rules the relationship. Other issues are what is spoken of, and underlying that conversation may be the unspoken annoyance about the work that isn't being done (in the gap).

     Overlaps are the classic sandbox issues. When another person works in an area considered by someone else to be the arena of that second person's responsibility, we have a territory invasion issue.

     Overlaps and gaps can be sources of conflict. This is frequently resolved simply by identifying the gap/overlap. Once surfaced, the differences can be negotiated. It is an application of the principle that we are most controlled by what is in the background, undistinguished.

Procedures
     A next area is less grand. It is in the procedures and details of how work is done.

     Are there annoying redundancies or make-work procedures in place that increase the levels of frustration felt by participants? Are the factions just the only people who act out their frustrations in a more public way, while others seethe or work at a slower, less-than-optimal pace? Put some effort into removing the barriers to the most useful contributions of every individual. Notice that the discussion does not focus on the disagreement, per se, as, disagreements over how the work is done can be useful. Properly conducted, they tend to uncover more efficient ways and methods.

Personality
     Lastly, there may be some personality conflict.

     In that case, at a conference, the leader and the two parties can focus on the goals for the group and problem-solve in any area(s) of continuing disagreement and conflict. While it is healthy and productive for people who work together to like each other, it is not vital. Given an important objective and mutually developed rules of engagement, much can be accomplished without kinship. Oh! By the way, accomplishment has a way of bonding people who previously could not get along.

     Personality is a broad and ill-defined arena. Some people are more attuned to quick action, while others tend toward gathering more facts before action. Neither is right in every instance. Both have their place in most companies and on most teams. People must become aware of their own behavioral style. With a deeper understanding of others' styles, each can respect the strengths of the other, while gaining a greater appreciation both for themselves and for others.

     The surveys and other useful Managing for Success® instruments are available from JJM Enterprises as a Certified Distributor for Target Training International Performance Systems Limited (TTI).

Gentle Reader:  What was useful for you? What other perspective would you offer? Will you share that with me?  I will post groups of some excerpted or edited comments with attribution.