Follow-up: When and how would you, as a manager, step in to resolve a conflict? How a manager should address a conflict really depends on what the conflict is about and how it is being handled.

The tricky part is that what people openly fight about is usually not what they are really fighting about. While two people may sit in a meeting and slug it out over whether extreme programming is appropriate for a project, they may really be trying to position themselves for a new project, a promotion or the informal title of "smartest geek." The source of their conflict may be a genuine desire for the group to do what's right, or they could just be marking territory like cats peeing on the sofa.

Whether to intervene also depends on whether the combatants are behaving professionally. How they comport themselves will also determine whether a conflict is constructive or destructive.

Knowing how to step into these situations requires a strong sense of what's really going on. When a conflict is both constructive and professional, it often makes sense to allow it to proceed. When it's personal and nasty, a strong hand is required.

What do you think about job rotations as a technique for leadership development? Job rotations can be a great way for future leaders to get to know all areas of a business. They can help employees develop an understanding of different roles and business functions that will add to their maturity and loyalty to the company. They can also help them develop relationships throughout the organization.