How open communication helps LMHS NJROTC teams resolve conflicts

Conflict is almost a badge of honor on any strong team. For the LMHS NJROTC Academic Team, it isn’t a sign that something went wrong—it’s a chance to sharpen leadership, teamwork, and critical thinking. And here’s the thing: the healthiest, most productive way to handle disagreements is to encourage open communication and understanding. When cadets learn to talk things out, not bury the issue, they build trust, ownership, and a shared path forward. Let’s unpack what that looks like on the ground.

Why open communication matters in our team

Think of a drill or a quiz like a relay race. Each member brings speed, precision, and a different angle of view. When someone sees a problem differently, shouting or pretending nothing happened doesn’t fix the course; it slows the team down. Open communication matters because:

• It helps everyone be heard. You might be surprised how often a simple clarification reveals a misread or a missing fact.

• It reduces resentment. Airing concerns early prevents a creeping sense of “you vs. us.”

• It spreads accountability. When the group talks through a problem, people step up to own the solution rather than hiding behind a decision made in a hurry.

• It builds skills you’ll use for life. Negotiation, empathy, and the ability to pivot under pressure are priceless in school, ROTC, and beyond.

If you’re leading a squad or just a core group, you want a vibe where people feel safe to speak up. That safety isn’t about permissiveness; it’s about respect, listening, and a shared goal.

What the wrong approaches look like (and why they don’t work)

There are a few common shortcuts teams try. Each one is tempting in the heat of the moment, but they tend to backfire.

• The “don’t talk about it” route: If you don’t discuss the issue, it festers. Small misunderstandings become big grievances, and the next conflict might hit harder than the first.

• The “leader decides for everyone” route: Ruling by fiat may move things forward, but it leaves people feeling robbed of ownership. The team loses engagement and the best ideas wind up buried.

• The “blame game” route: Pointing fingers creates a toxic climate. People cover lines, miss cues, and you end up with a squad that avoids risk instead of solving problems.

Open communication isn’t just the opposite of those. It’s a practical habit that strengthens the team’s rhythm and your own leadership style.

A practical playbook you can use

Here’s a straightforward way to handle conflicts when they pop up. It’s meant to be simple enough to try in the moment, but solid enough to repeat over time.

1. Set the stage with safety and respect

• Agree on a simple norm: each person speaks without interruptions, and we paraphrase what the speaker says to confirm understanding.

• Name the issue, not the person. Focus on the problem and the impact, not on personalities.

• If tempers flare, take a short timeout. A few minutes away can reset energy and make space for calmer voices.

2. Invite all voices, then listen

• Encourage everyone to share their view. Use “I felt” or “I observed” statements to keep things grounded.

• Listen for underlying needs. Often a clash isn’t about the task—it’s about timing, workload, or a sense of fairness.

3. Paraphrase and reflect

• After someone speaks, another cadet should summarize what they heard. This isn’t a guessing game; it’s a check for understanding.

• If something’s unclear, ask clarifying questions instead of assuming motives.

4. Separate the person from the problem

• Remember: people have good intentions. The friction usually sits in ideas, not in who people are.

• Reframe the conflict as a shared problem to solve together, not a competition to win.

5. Generate options and find common ground

• Brainstorm potential solutions as a team. Don’t judge ideas too quickly; the goal is quantity first, quality second.

• Look for overlaps: a solution that respects both the task requirements and the team’s values is likely a winner.

6. Decide, commit, and check back

• Agree on a concrete plan with clear roles and deadlines.

• Set a brief follow-up to see how things are going and adjust if needed.

7. Build accountability into the routine

• If someone’s carrying extra load, re-balance or re-assign tasks to keep momentum.

• Encourage ongoing feedback: “If something isn’t working, speak up.”

Small tools that make a difference

• Nonviolent Communication (NVC) basics: use observations, feelings, needs, and requests. It sounds a bit formal, but in practice it’s just clear, compassionate language that helps people hear each other.

• Talking circle moments: once a week, gather without desks or chargers—just listening and sharing. Rotate facilitators so everyone gets a turn to steer the chat.

• I-statements: replace “you did X” with “I felt Y when Z happened.” It lowers defensiveness and keeps the focus on the impact.

• Ground rules on tone and timing: “no interrupting,” “one person speaks at a time,” and “if it gets loud, we pause and breathe.”

A scenario you might recognize

Picture a squad working on a mock drill. One cadet believes a particular sequence should be executed differently, while another argues for a strict adherence to the standard procedure. Tempers rise; voices overlap; you can feel the energy drop. Here’s how open communication helps.

• The facilitator (a rotating role in the team) calls for a brief pause and restates the aim: perform the drill flawlessly as a team, with safety as the top priority.

• Each cadet shares their view using I-statements. The first explains why the sequence matters to rhythm and safety; the second shares concerns about risk or confusion from the rest of the group.

• The team paraphrases what each person said, then maps out two or three options that address safety, accuracy, and timing.

• They pick a plan that satisfies both perspectives, assign clear tasks, and set a check-in point to review results.

The difference is visible: energy returns, and the team feels more united. Leadership isn’t about owning every decision; it’s about guiding a healthy conversation that leads to better outcomes.

Make it stick in the long run

Conflicts aren’t a one-and-done thing. They’ll pop up in different shapes—the coordination of a fundraising drive, the timing of a presentation, or even the way team roles are distributed. The best teams keep the conversation alive between big moments.

• Normalize quick debriefs after every major task. A quick “what went well, what could be improved, what’s next” can be incredibly revealing.

• Rotate the role of “conflict guardian” or facilitator. This spreads skill, gives everyone a stake in the process, and keeps the method fresh.

• Tie conversations to shared values. Remind the squad what you’re aiming for: excellence, integrity, and service. When the why is clear, the how becomes simpler.

A few words on tone and culture

The open-communication approach works best in a culture that values curiosity more than consensus for its own sake. Cadets should feel heard, even when they hold unpopular opinions. That doesn’t mean every disagreement ends in perfect harmony; it means the team treats each other with respect, and uses disagreement as fuel for better decisions.

If you’re a member of the LMHS NJROTC Academic Team, think of conflict as an invitation to lead by example. You’re showing younger cadets how to argue well, how to stay calm under pressure, and how to turn tensions into momentum. That’s the kind of leadership that lasts beyond a single event.

A quick recap you can keep handy

• The recommended approach is to encourage open communication and understanding.

• Create a safe space, name the issue, and invite all voices to the table.

• Listen actively, paraphrase to confirm, and separate people from the problem.

• Brainstorm options, pick a plan, and hold each other accountable.

• Debriefs, rotating facilitation, and tying conversations to shared values help the habit stick.

If you’re leading a squad or simply want to see your team glide through projects with less friction, try weaving these steps into your routine. You’ll notice not just cleaner decisions, but a stronger sense of belonging and purpose among your teammates.

A final thought—because leadership isn’t only about getting a result; it’s about shaping a culture. When conflicts are handled with openness and care, you’re teaching everyone on the team a vital life skill: the art of solving problems together, with respect, clarity, and a shared commitment to a better outcome. If you start small, keep it steady, and stay curious, you’ll see your LMHS NJROTC Academic Team grow not just in wins, but in character and cohesion too.