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+---
+title: Conflict Resolution Policy Template
+collection: Resources
+path: Resources/Conflict Resolution Policy Template
+parentDocument: null
+outlineId: a30d6e10-d87f-487c-a6b4-07e942990596
+createdBy: Jennie R.F.
+---
+*A customizable policy template for cooperative game studios.*
+
+Don't wait for a crisis to create your conflict resolution policy! The whole team should talk through this together and collaboratively adapt it. You will have a rich (and possibly enlightening) conversation as a team, and everyone will understand and be able to use this when it is inevitably needed.
+
+## How to use this template
+
+
+1. The guide section below walks through the thinking behind each part of the policy.
+2. The blank template at the bottom is what you'd actually adopt as your studio's working document. Go through the guide together as a team, then fill in the template with your own specifics.
+
+   \
+
+
+:::tip
+**Not every conflict needs a formal process.**
+
+Sometimes what looks like an interpersonal conflict is actually a gap in your agreements or structure. If you keep having the same kind of friction (who decides creative direction, how fast people respond to messages, who's doing more work), that's a sign you need a policy or a clearer agreement, not a mediation. Build the agreement, and the "conflict" often resolves itself.
+
+:::
+
+## Guide
+
+### Set yourselves up before anything goes wrong
+
+This can't be overstated: *Don't wait until you're in the middle of a conflict to figure out how you want to handle it.* It's something you must do while everyone is still on good terms.
+
+#### Make agreements about communication norms
+
+How do you want to talk to each other when things get hard? What's OK and what's not? These can be simple ideas like: "we don't bring up conflicts over text" or "we don't discuss issues about someone who isn't present." Write 'em down.
+
+Resource: [Communication Norms Guide](/doc/a3cd4519-be7f-48d7-84b1-b1d0f2d4aa9a) 
+
+#### Know who your third parties are
+
+If a conflict can't be resolved between the people involved, who do you call? This could be a trusted person outside your studio, a professional mediator, or a peer support. Have at least one or two names and contact details ready before you need them.
+
+#### Talk through the process together while it's hypothetical
+
+Think through some possible scenarios where your team might come into conflict:
+
+* What would happen if two people disagreed about creative direction and couldn't resolve it?
+* What if someone felt they were doing more work than others?
+* What if someone holds a value or belief that contradicts the group's?
+
+It can feel a bit demoralizing or sad to think about these scenarios, but being brave about these scary conversations will make the real thing possible to deal with when it comes up.
+
+### The escalation path
+
+Your policy should have a clear path from "something feels off" to "we need outside help." The idea is to resolve things at the *lowest possible level of escalation*.
+
+
+:::tip
+Not every disagreement needs a formal process. Most can be worked out through conversation. But when they can't, everyone should know what the next step is.
+
+:::
+
+You can enter the process at whatever step makes sense for your situation. Not everyone needs to start at step 1.
+
+#### **Step 1: Reflect**
+
+Before approaching the other person, take some time to think through what happened.
+
+* What was the other person's behaviour? How did it affect you?
+* What misunderstandings might have occurred?
+* What part did you play?
+* What do you actually need?
+
+Use your personal support system (friends, family, a therapist) to help clarify your perspective. This is also a good time to sort out whether this is a disagreement (healthy and very normal in cooperative work!) or something that's crossed into hostility or harm.
+
+#### **Step 2: Direct conversation**
+
+When you feel ready, try to work things out directly with the other person. The goal is to reach a mutual understanding. Many of us are socialized to think of disagreements as something to win. But this is antithetical to cooperative work.
+
+Use behaviourally-specific feedback by describing what you observed and the impact it had on you, instead of guessing at their intentions. 
+
+**Tips:**
+
+* If emotions are running high, it's okay to pause and come back later.
+* Try changing the bandwidth of your communication channel.
+  * If you've been going back and forth in Slack text, move to a huddle or a video call. Real-time communication with more cues can reduce misunderstanding, but keep in mind that the format needs to be accessible to both parties.
+  * *Reducing* bandwidth can also be a de-escalation or emotion regulation technique.
+* Once you understand each other's experiences, talk about what each of you needs to repair the situation.
+* Keep a written record of whatever you agree on.
+
+If direct resolution stalls because someone can't engage constructively, that's a sign to move to the next step.
+
+#### **Step 3: Assisted resolution**
+
+If direct conversation doesn't resolve things, or if the issue is too big or too charged for a one-on-one, bring in a third party to help both people actually hear each other.
+
+Before mediation, both people should have a chance to share any preferences or concerns about who mediates. The mediator should be someone both parties can trust to be fair, even knowing that no one is truly neutral. (This is why deciding on your third parties before you're in a crisis is so important!) Either party can request an external mediator at any point.
+
+#### **Step 4: Follow up**
+
+The work doesn't end when the conversation or mediation ends. Check in with both people afterward. Ask what they need (space from a project, a change in how they collaborate, time). Ask if any specific behaviours or practices came up that they want to work on changing. Set a follow-up check-in for 4 to 8 weeks out to see how things are going and whether the agreements are holding.
+
+Listen for structural feedback. When people are in conflict, they often identify problems with how the studio works, not just problems with each other. If someone says "this keeps happening because we don't have clear roles," this is a sign you're dealing with structural - not personal - conflict.
+
+### When direct conversation isn't possible
+
+We encourage studios to try direct conversation when they can, because it often leads to the most meaningful understanding between people. But direct resolution isn't always accessible or safe. You can skip straight to assisted resolution if:
+
+* There's a significant power imbalance that makes direct conversation feel unsafe or coerced.
+* Past interactions or trauma make direct contact with this person harmful to your wellbeing.
+* You've thought it through and genuinely believe direct conversation would only escalate things.
+* You need support to communicate what happened but don't know where to begin.
+
+Have compassion for yourself if you need to skip this step. You're using the process in the way that works for your situation.
+
+### Talking to teammates about a conflict (without making it worse)
+
+Before or during a conflict, you'll probably want to talk things through with someone you trust. This is natural and can be really helpful for working through your experience and figuring out what you want to say. But in a small studio where everyone knows everyone, there's a real risk of pulling teammates into the conflict, creating sides, or replacing direct communication with backchannel venting.
+
+**If you're the one seeking support:**
+
+* Think about what you actually need. Help clarifying your feelings? That's healthy. Someone to take your side? That can escalate things.
+* Tell the person you're approaching that you're looking for support in working something out, not asking them to intervene or take a position.
+* Limit who you talk to. Discussing the conflict widely within the studio can damage trust and make resolution harder for everyone.
+* Avoid sharing identifying details about the other person if you can reflect on the situation without doing so.
+
+**If someone comes to you for support:**
+
+
+1. Listen. Your job is to help them think, not to solve the conflict or judge the other person. You are not a mediator or advocate.
+2. Encourage them to speak directly to the other party if it is safe for them. If not, or it just feels too difficult, guide them to move to assisted resolution (step 3).
+3. Don't relay messages between the parties, or investigate/gather information on someone's behalf. If you're asked to do that, instead try to refer back to this process and consider assisted resolution.
+4. SET YOUR OWN BOUNDARY: If you are being pulled into a position that feels uncomfortable, it's okay to say so and step back.
+
+Some signs that peer support has crossed into something else: repeatedly venting to the same person without taking steps toward resolution, asking someone to gauge the other party's mood or position, or expecting a teammate to validate your perspective without hearing the other person's side. If you notice this pattern, it's a sign to either move toward direct conversation or request assisted resolution.
+
+### Conflict resolution vs. conduct violations
+
+Your conflict resolution process is for interpersonal disputes, like disagreements, miscommunications, friction, unmet needs. These are normal in cooperative work and don't necessarily mean anyone has done something wrong.
+
+Some situations are different. If someone's behaviour crosses into harassment, discrimination, threats, or other conduct that violates your community agreements, that's a conduct violation, not a conflict to be mediated. These situations need a separate, faster process.
+
+When building your policy, think about where that line is for your studio and define it. What behaviours skip the step-by-step conflict process and go straight to a conduct response? What does that response look like? Not every failure to meet expectations is a violation. Everyone is learning. But serious breaches of safety or trust need a clear, immediate path.
+
+### Keeping it alive
+
+Review your policy at least once a year, or after any time you actually use it.
+
+If you go through a conflict and don't use your policy, ask why. Was it because the situation really didn't warrant it, or was it because using the policy felt too formal, too scary, or too much work? You might need to simplify it so it actually gets used!
+
+The organizations that handle conflict best aren't the ones where people actually *practice*. Start with the small stuff. If you can't talk about someone always showing up late to meetings, you won't be able to talk about power dynamics or compensation disputes.
+
+A few other things worth discussing as a team:
+
+* Your studio should never require anyone to accept an apology or reconcile. Your responsibility is ensuring safety, not enforcing friendship.
+* Pushing an apology on someone who wants distance, or recruiting others to relay messages after someone has asked for space, is *pressure*, not repair.
+* All members should commit to engaging with this process as part of working together. Refusing to participate when a conflict has been raised isn't neutral. It leaves the other person without a path forward.
+
+
+---
+
+## Blank template
+
+Copy everything below this line and customize it for your studio.
+
+
+---
+
+### \[Studio name\] conflict resolution policy
+
+Last reviewed: \[date\]
+
+Agreed to by: \[names of all members\]
+
+### Our values around conflict
+
+\[Write 2 to 3 sentences about how your studio thinks about conflict. What do you believe about disagreement, accountability, and repair? This should come from a conversation with everyone.\]
+
+### Communication agreements
+
+\[List the agreements your studio has made about how you communicate, especially during difficult conversations.\]
+
+* \
+* \
+* \
+
+### Escalation path
+
+**Step 1: Reflect**
+
+Before approaching the other person, consider:
+
+* What specific behaviour am I responding to?
+* How did it affect me?
+* What misunderstandings might have occurred?
+* What's my part in this?
+* What do I actually need?
+
+**Step 2: Direct conversation**
+
+Who can initiate: \[everyone / specific role / etc.\]
+
+Expected timeline: \[how soon after noticing an issue should you raise it?\]
+
+Format: \[in person, video call, etc. Are there formats that are off-limits for conflict conversations?\]
+
+*If direct conversation isn't possible due to power imbalance, safety concerns, trauma, or other reasons, skip to Step 3. You don't need to justify this decision.*
+
+**Step 3: Assisted resolution**
+
+How to request it: \[who do you tell? how?\]
+
+Our third parties:
+
+* Name: / Role or relationship: / Contact:
+* Name: / Role or relationship: / Contact:
+
+Expected timeline: \[how soon after a request should mediation be arranged?\]
+
+Who chooses the mediator: \[both parties agree / designated person selects / etc.\]
+
+*Either party can request an external mediator at any point.*
+
+**Step 4: Follow-up**
+
+Who checks in afterward: \[facilitator / designated person / etc.\]
+
+Follow-up check-in scheduled: \[how many weeks after mediation?\]
+
+What gets documented: \[summary of agreements made, action items, check-in date\]
+
+### Seeking peer support during a conflict
+
+If you need to talk things through with a teammate:
+
+* Be clear that you're asking for support, not asking them to take sides or intervene.
+* Limit who you talk to within the studio.
+* If the person you're talking to feels pulled into an uncomfortable position, respect their boundary.
+
+If someone comes to you:
+
+* Listen and help them think. Don't relay messages, investigate, or take sides.
+* Encourage them to use the process (direct conversation or assisted resolution).
+* It's OK to step back if you need to.
+
+### Conduct violations
+
+These situations skip the conflict resolution process:
+
+\[List behaviours that warrant immediate response: harassment, threats, abuse, discrimination, safety concerns. Name what "immediate action" means in your studio and who is responsible for it.\]
+
+
+:::tip
+This section is separate from conflict resolution because conduct violations are not disputes to be mediated. They require a different kind of response.
+
+:::
+
+### When resolution isn't reached
+
+\[Describe what happens if you go through the full process and still can't agree. Options to consider: binding decision by a third party, structured separation of responsibilities, a member exit process. Whatever you choose, write it down.\]
+
+### Other agreements
+
+* No one is required to accept an apology or reconcile. Our responsibility is ensuring safety, not enforcing friendship.
+* Pushing an apology on someone who has asked for distance, or recruiting others to relay messages, is not part of the repair process.
+* All members commit to engaging with this process as part of working together.
+* \[Add any other agreements your studio wants to include.\]
+
+### Review schedule
+
+This policy will be reviewed: \[annually / after each use / at a specific meeting or retreat\]
+
+Next review date: \[date\]
+
+
+---
+
+==This template draws on the AORTA Collective's conflict resolution framework, Gamma Space Cooperative's conflict resolution policy, Baby Ghosts' conflict resolution policy, and practices from the cooperative and transformative justice movements, adapted for indie game studios.==