Two subordinates who frequently quarrel when paired on tasks can best be addressed by which initial step?

• A. Inform staff, at a staff conference, that quarreling during office hours is not tolerated
• B. Find out why they quarrel and take the necessary steps to settle the differences
• C. Recommend that one of the employees be transferred to another unit
• D. Warn them that both will be subject to immediate dismissal if further disputes arise between them

Answer: (D)

When two employees repeatedly clash on collaborative work, the first step is to uncover the underlying reason for the friction and begin resolving it. This approach focuses on diagnosing what’s causing the quarrels—whether it’s unclear expectations, miscommunication, competing priorities, role ambiguity, or personal friction—and then taking targeted steps to settle the differences. By gathering facts privately from each person, observing how they interact, and possibly guiding a mediated conversation, a manager can establish concrete ground rules, clarify responsibilities, and agree on a plan to work together more effectively. This root-cause approach is constructive and sets up a foundation for lasting improvement, rather than just putting a temporary bandage on the symptom.

Publicly warning staff or issuing broad disciplinary threats without understanding the specifics tends to erode trust and can escalate tensions. Transferring one employee or resorting to punishment before assessing the situation may remove a symptom temporarily but won’t address how the team functions or why the conflict arises in the first place.