Given our different experiences, backgrounds and perspectives, we will all see the world in different ways. Whilst variety and diversity of approaches and experiences can foster creativity, they can also lead to misunderstanding and conflict between individuals. This unhealthy conflict can manifest in a number of ways, from one-off disagreements and ‘personality clashes’ to more serious manifestations of unfair treatment such as bullying and harassment. It can be overt, such as verbal abuse or a shouting match. But it can also come in less tangible and visible forms, such as underlying and destructive tensions, resentment between people or isolating someone from a social event.
The cost of such conflict can be devastating for organisations and individuals. In their 2021 research, ACAS (Advisory, Conciliation and Arbitration Service) identified that close to 10 million people experienced conflict at work with over half suffering stress, anxiety and depression as a result. As a consequence, just under 900,000 took time off work, almost half a million resigned and more than 300,000 employees were dismissed. So, not only are individuals suffering the negative effects of conflict but colleagues are covering their workloads, management time is being spent on conduct procedures, and recruitment and re-training costs are increasing.
With money and time a scarcity, it might be tempting to go straight to your formal complaints procedures. These processes can feel adversarial and are often lengthy. This adds further stress for individuals and can be challenging and costly for the organisation. The formal nature of the process can also mean that positions become entrenched, with the result that the relationship is broken for good.
It might also be tempting to do nothing - just cross your fingers and hope it sorts itself out. Staff in schools are regularly and effectively resolving conflicts between pupils, but many feel less confident when it comes to sorting out issues between colleagues. When asked in a 2020 survey by the CIPD (Chartered Institute for Personnel and Development), most people managers stated they were daunted by the prospect of dealing with workplace conflict. Only 40% felt they had been provided with the skills to deal adequately with such issues.
In reality, there are very few instances where such tensions disappear of their own accord. Either people leave or go off sick or formal complaints are raised. So what options are available? The key to successful conflict management is understanding what is causing it, which in turn allows an organisation to consider how to respond to it. Informal resolution provides space for individuals to voice their concerns and involves them in considering ways to resolve these. Due to its collaborative nature, information resolution has more chance of being successfully adopted.
External mediators can also be used where a matter is time sensitive or more complex, providing a constructive environment for open and honest dialogue, and encouraging participants to shift away from their adopted positions.
It would be naïve to suggest that workplace conflict can be avoided. Where this becomes negative, employers need to adopt strategies for dealing with it effectively: skilling up people managers so they are better equipped and supported in handling difficult situations, providing a good policy and procedural framework to support all those involved with the conflict, utilising an informal resolution stage to avoid the need to resort the formal process, or where necessary, engaging an external facilitator. Accepting that there will be myriad ways to handle such situations may lead to more effective and collaborative ways to resolve a conflict.
Communication is always key - whichever route you choose to deal with a conflict situation, be sure to explain this to individuals. This ensures people feel listened to and valued and don't perceive that they are being ignored or their issue overlooked.