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Tensions will naturally occur when colleagues disagree with the views of others. A little conflict can be good for the soul; a healthy and constructive debate between colleagues is a necessary component of a high-functioning team.
When heated debate turns into stress and conflict, this can become unhealthy. Tense atmospheres have an unsettling effect on employees and productivity may slow down. For managers, it’s important to deal with conflict as soon as it raises its head.
In this manager’s guide, we’ll explore:
The causes and types of conflict that may arise in the workplace
Why conflict management is an essential leadership skill
How to identify the early signs of conflict
How to manage conflict to achieve a positive outcome
Conflict resolution strategies
The pitfalls of managing workplace disputes
The top five behaviours that can prevent conflict occurring
How mediation can help manage and resolve disagreements more effectively
Why management training is important.
What causes workplace conflict?
From simple disagreements over who stole the stapler to stress and negative perceptions, conflict arises for a variety of reasons and can escalate quickly if left unresolved.
The most common reasons for conflict arising in the workplace include:
Differences in personality, values and ways of working
A perceived imbalance of workload and/or recognition
Lack of support and inadequate training and development
Poor line management and distrust in senior leadership
Lack of equal opportunities and inclusion
A sense of feeling undervalued
Unclear job roles and responsibilities.
Why conflict management is an essential leadership skill
Conflict management is the handling of workplace confrontation constructively, efficiently and diplomatically without offending or alienating an employee. A manager may be asked to act as an intermediary and resolve the dispute in a way that is respectful to all parties concerned and limits damage to the organisation.
When managers are equipped to manage conflict effectively, it creates more cohesive, connected, productive teams. These teams are more likely to support each other and work together to achieve their collective goals. They respect and have confidence in their manager, which leads to feelings of motivation, satisfaction and engagement at work.
If issues and disagreements are left to fester, employees who are directly, and indirectly, affected tend to lose respect for their colleagues and lack confidence in their manager. Recognising when someone is having more than an ‘off day’ is key.
Conflict management skills are a mark of a strong, high-performing manager who is observant and quick to intervene. They understand exactly how to defuse and resolve situations quickly, before they escalate into more serious issues. High-performing managers know it’s important to do this to avoid negative impact on team morale. When they intervene they are fair and communicate clearly, calmly and effectively.
How to manage workplace conflict to achieve a positive outcome
When disagreements surface in the workplace, the first thing any leader must do is act swiftly. It doesn’t matter if you are line manager to the colleagues involved or not. Stepping in and taking control is a must. Understand your role as an intermediary and what people expect of you.
These are the key steps to managing conflict to achieve positive results:
Stop it before it goes too far. Ignoring issues will only make matters worse. Have the confidence to step in. Personal grievances can escalate into allegations of misconduct, harassment, bullying and even resignation.
Appreciate that there are two (or more) sides to every story. Listen equally to everyone involved, giving each person the same amount of time, attention and airspace. Always arrange to speak in a place where you won’t be interrupted.
Speak calmly and clearly. If emotions are running high, this could help to defuse the situation and calm down those involved. If voices are rising, find a private room where you can take the conversation to avoid disturbing others.
Practice active listening and remain positive. Don’t interrupt while the other person is talking and ask questions if you are unsure what the individual is trying to tell you. At the end of the discussion, repeat the key points to ensure you have understood.
Identify the source of the conflict and the factors that led to it. Try to establish the facts of the issue from those involved. For more weighty disputes and serious allegations this might involve you having to seek further information, such as interviewing people who witnessed the incident or disagreement.
Avoid bias. Be conscious of being swayed by personalities or people you know or manage directly. A balanced approach is best. Don’t let your emotions get in the way. Focus on the facts. Your aim is to identify the truth.
Take time out, if required. It is not unreasonable to ask the employees to have some breathing space if the tension is extremely high. Having time to calm down can be a great time for an employee to reflect on their attitude.
Agree an acceptable way forward. Focus on finding a solution. Find a resolution that is suitable to all and ask everyone involved to commit to it.
Document the conversation. Create a written record of what was said and agreed to resolve the situation. Depending on the severity of the situation, your HR team may request to see a copy of your report to use as evidence in a disciplinary hearing.
Create an action plan. Once you have established all the facts, summarise the areas of agreement and disagreement and ask the individuals if they agree with your assessment. To reach a resolution it’s important that you make clear what the exact area of conflict is. Follow through with the plan until a resolution has been found which is agreeable to all parties.
Follow procedure. Raise formal complaints and grievances in line with your company policy and procedures. If in doubt, seek advice from your HR partner or provider.
Monitor the situation. Make time to have regular conversations with those involved to avoid similar issues in future, particularly if they are members of your own team. Speak to other team members in your 1-2-1s to ensure they have not been negatively impacted by the situation. Colleagues can be indirectly affected too.
The best approach might be to speak to the individuals separately. If the initial discussions are held separately, it is good practice for the group to come together to decide and agree on the resolution.
The pitfalls of managing workplace disputes
When tensions are running high, managers must be able to remove themselves from the situation, remain impartial, and conduct themselves in a manner that doesn’t add to the dispute.
These are the things to avoid when managing workplace conflict:
Be very careful not to influence others by sharing your own beliefs. Remain impartial and objective at all times.
Showing bias by giving more airtime to one side. Treat everyone with the same importance and respect everyone’s differing opinions.
Getting involved in workplace gossip. Encourage others not to talk about their colleagues behind their backs.
Failing to confirm understanding. Repeat what each person says to ensure you have properly understood their point of view.
Infrequent catch-up meetings with your team. Regular, two-way communication is vital. Hold regular catch-up meetings with each team member. Remember, not everything talked about in a meeting has to be about work; the more you know about your employees the better.
Not creating a safe space. Make sure those involved understand that everything discussed during a catch-up will remain confidential.
Is it time to review your organisation’s conflict management policy and strategy? For practical guidance on HR policy, compliance and legislation, contact us today.
Contact Our HR Experts >>How do you prevent conflict happening in the first place?
While we can’t rid the workplace of all negativity, employers can pro-actively mitigate against discord. Creating a culture of trust and clear, two-way communication is key to strengthening confidence and reducing disagreements.
Early intervention can help managers spot issues and nip them in the bud before they become a bigger issue.
If intervention does not happen at an early stage, it can result in:
Costly tribunals
Reduced productivity
Poor employee morale
Increased absence
Problems with staff retention.
When managers are pro-active it can help prevent conflict occurring. Here are a few pointers to help you stop conflict before it starts:
Be aware of subjects which may cause disagreement or grievance and encourage open conversation around them
Keep an eye out for changes in team behaviour - heated discussions, snide remarks, personal attacks, stand-offs and employees who are unusually quiet and/or have breaks and lunches on their own. Granted, this is more of a challenge when employees work remotely.
Ask your team for regular, candid feedback. Having a voice, being listened to, and the power to influence an action reassures employees that they are valued and respected.
Create a safe space employees can use to talk openly about their feelings without any form of judgement.
Put clear conflict management policies in place and explain why they are there.
Would your managers benefit from help managing difficult conversations? Contact our HR Consultants today for expert disciplinary and grievance support.
Get in Touch >>Encourage these top five employee behaviours to prevent conflict breaking out
As unhealthy conflict is damaging to a business, managers should continually demonstrate and encourage certain positive behaviours to ensure teams remain happy, productive and respectful of others. Employees and managers alike can also benefit from coaching and training in handling and resolving conflict to prevent future disputes.
These are our top five behaviours to practise in the workplace to prevent conflict:
Remain open to the views of others.
Keep communicating. If something is concerning you, speak out.
Always listen carefully to others, and if you don’t fully understand something, ask a question to clarify your understanding.
Focus on facts and events, not personalities.
Don’t look to blame but encourage a solution.
The role of mediation in resolving conflict
When conflict escalates and cannot be resolved in-house, mediation could be the answer. Mediation involves the introduction of an impartial third party to encourage all parties to see the other person’s point of view and improve working relationships.
Mediation is about changing mindsets and accepting differences; it’s a tool that enables individuals to listen to others, to understand their opinions and thoughts, and to be respectful of them. It’s a voluntary, confidential process that’s not legally binding. The benefits are it is a less formal route than other conflict management strategies, so it shouldn’t add to an already stressful situation.
The stages of mediation:
The mediator speaks to all parties involved separately to allow the mediator to understand their feelings and experiences. They will ask what each party wants to see happen next. The mediator will seek permission to hold a joint meeting.
The mediator facilitates the joint meeting to keep matters amicable, allowing all individuals the opportunity to speak without interruption and encouraging a healthy debate. Employees will be offered the chance to relay their side of the story.
At the end of the joint meeting, the mediator repeats the key issues and solutions discussed, documenting this in writing, if all parties agree.
If parties cannot reach an agreement then the matter will be escalated, and the employees concerned may face more formal proceedings.
Conflict management training and support
Clearly, the best course of action would be to prevent conflict altogether; however, we live in the real world and accept that colleagues don’t always see eye to eye. Organisations with an open culture and leaders who are skilled in handling disputes will be best placed to successfully resolve conflict in the workplace.
Being able to manage your emotions is vital when handling disagreements. Some managers may find it difficult to set aside their emotions, for example, when a direct report or a close colleague is involved. This is where training to build emotional intelligence can be a useful aid. Managers may also benefit from learning a considered approach to handling disputes and investigations with care and consideration for all parties.
Learning how to build an open, communicative culture can create an environment where employees are able to air their grievances. Leading calm but frank discussions can prevent issues escalating into a full-blown argument. Knowing how to handle difficult conversations is an essential management skill.
Take a look at our learning and development solutions to find out how we can support your team's growth and development. Relevant e-learning courses for this topic include Conflict Management, Discipline and Grievance, and Effective Communication.
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