How to resolve workplace conflict
Issues at work can cause stress, impacting our professional and personal lives
Issues at work can cause stress, impacting our professional and personal lives and our mental and physical health. Claire Holland, Director of the Conflict Management and Resolution Program at James Cook University, outlines some key strategies to facing and resolving workplace conflict.
Unless you’re the sole person doing all the hiring, it’s likely that at one time or another there will be someone you simply don’t gel with at work.
Perhaps they value punctuality and are process-driven, whereas you are more focused on simply getting the job done on time and working flexibly.
Different priorities, values and personality types co-exist in the workplace, meaning people who wouldn’t choose to spend time together have to do just that. Moreover, working on important projects that might impact career trajectory or your next pay rise can be hard when a person you rely on isn’t on the same page.
Understanding what causes workplace conflict, and knowing the warning signs, can help reduce and resolve any issues when they arise, and hopefully prevent them altogether.
What causes workplace conflict?
According to the Harvard Business Review Guide to Dealing with Conflict, there are four types of workplace conflict.
Status conflict – Arising from a disagreement over who is, or who should be, in charge or running a project.
Task conflict – Confusion or miscommunication over who is responsible for what.
Process conflict – Different ideas about the best way to get a job done or how to approach an issue can cause process issues.
Relationship conflict – Usually stemming from one of the other types listed above, relationship conflict occurs when personal feelings come into play and people’s ability to get along breaks down.
Often workplace conflict can occur when something small isn’t dealt with effectively
“Little slights or negative workplace interactions, if not managed well, can build up until the issues become much bigger. Managers play a key role in trying to prevent this escalation from happening,” says Claire.
Can workplace conflict be prevented?
Conflict caused by miscommunication in the workplace can be prevented with proper planning.
“Conflict can occur when the structure of roles and responsibilities hasn’t been made clear,” says Claire. “Prior planning can help. Take the time to have an awareness of what you need for the project to be successful, how different people like to work, and the overall context. Is there a new manager? Is there a change to the usual way of working? This awareness can help managers prepare for when conflict might occur.”
While in an ideal world every person on a project would agree and adhere to one way of working, the reality of the workplace means we often have to compromise.
“Be prepared to support people within the reality of getting the work done,” says Claire. “You can do this by creating a clear operational plan, assessing skill sets and setting tasks accordingly. Staff may also feel supported by a culture of communication that lets your people know you are available if they have issues, even minor ones. Having that environment of trust and rapport is key to early conflict intervention.”
How to spot conflict
Sadly, when conflict does occur at work the person who needs to know first is often the last to hear about it. Rocking the boat with a manager by complaining or expressing an issue you’re having with a colleague can feel risky. It’s part of the job of a good leader to spot the signs.
Signs there may be status or relationship conflict in your team include:
You notice people splitting into groups or cliques both at work and on social occasions
High levels of absenteeism, or someone never wanting to go home and unable to disconnect from their work.
Task or process conflict could present as:
A previously engaged team member seems disinterested in the work and lacking energy
Over reliance on email communication, with escalating frequency and intensity of emails, which may include a number of peers and managers cc’d in.
As a manager, it’s important to keep your eyes open to staff dynamics and individual behaviour
“Something as simple as a team member not being invited to lunch could be a sign something isn’t right.”
What to do when conflict happens?
If you have noticed a conflict within your team and you think it’s in everyone’s best interest to get involved, speak with people individually. Once you know what the conflict is, ask the person if they would like to try and approach the colleague themselves or if they would like support from an impartial facilitator. The thought of facing the conflict can be very confronting so assure your colleague that they have options.
And, if they don’t feel happy speaking directly with the other person involved, can they confront the issue itself? “There are courses available that teach conflict management and resolution skills, and other training that can help with things like resilience and confidence at work,” says Claire.
Finally, support your people. “The reality of the workplace context is that there might be limited options and conflict resolution is not always possible. But there is always the option to seek and get support, whether internal or external. Managers can plan for ongoing conflict management of issues that aren’t easily resolved. A conflict coach can work with supervisors one-on-one about what to do to support a team or individuals involved in conflict. They can also help you identify what’s within your control and help you support staff to get greater clarity and confidence about what’s going on and what to do next.”
In cases of serious harassment or conflict issues, seek immediate guidance and help from your HR manager.
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In partnership with
Claire Holland
Claire Holland is a Senior Lecturer and Director of the Conflict Management and Resolution Program at James Cook University. She has extensive experience nationally and internationally as a mediation specialist, conflict coach, group facilitator, educator, and trainer.