workplace conflict assignment

• Book a Speaker

Lorem ipsum dolor sit amet, consectetur adipiscing elit. Vivamus convallis sem tellus, vitae egestas felis vestibule ut.

Error message details.

Reuse Permissions

Request permission to republish or redistribute SHRM content and materials.

How to Identify and Address Conflict in the Workplace

​Conflict is inevitable in the workplace, so it's important to confront conflict when it first arises, before there's a chance for the situation to worsen, said Christy L. Foley during a presentation at the SHRM Talent Conference & Expo in Denver on April 13.

Foley is the founder of Orlando, Fla.-based E-Mediation Services. She also is chairwoman of Florida's Mediator Ethics Committee, an officer in the Florida Bar's Alternative Dispute Resolution Section and a visiting lecturer at the University of Central Florida in Orlando.

"A lot of times when conflict does pop up, people kind of let it simmer. It simmers in their brains, it simmers in their hearts and eventually you start to have a lot of negative morale—and negative morale is contagious," she said.

"If you don't confront conflict when you first see it, the problem is going to get really big. When it's big, it's harder to deal with. More people are usually involved, and it usually has more long-lasting effects that are hard to get rid of," such as poor morale and decreased productivity.

"It's important that if you really want to be a good leader within your workplace, you identify the early signs of conflict, when they're easier to resolve and less likely to negatively impact the people involved," she said.

Forms of Conflict

Conflict can have many causes, Foley noted, including:

• Understaffing . This is a particular problem during the Great Resignation. Managers are frustrated at having reduced staffing, customers are unhappy about the resulting service they are receiving and workers are burned out from assuming the work of co-workers who have left.
• Remote work preferences . The desire to work remotely may not mesh with certain jobs or the organization's vision for how certain jobs are performed.
• Generational gaps . This is happening more frequently, Foley said. "Those generational gaps really are a big deal. People of different generations have different ways of thinking about things, from their work ethic or how something should get done."
• Miscommunication and not understanding another person's perspective . It may be different styles of communicating, people not listening attentively to each other or simply a matter of crossed signals, but miscommunication can be "a huge source of conflict in the long run," Foley said.
• Varying work ethics . Your team may include people who won't work one minute past the end of their shifts and others who regularly take on extra tasks and work additional hours. The latter group may resent co-workers—or their boss—for allowing this situation to develop.
• Different ideas about how the company, department or team is operating . "When different leaders with the company have different visions of where the company should go, even at a department level … they're going to start to butt heads," she said, leading to a negative environment.
• Competing alpha personalities . "Managers are usually alpha personalities," Foley pointed out. "But when they hire other people who are alpha personalities like them, all of a sudden you have a bunch of people who want to be leaders when only a handful of people in the department can actually be leaders. So, it's important to watch out for work environments like that."

Signs of Conflict

Disagreements and conflict in the workplace are signaled in a variety of ways, including:

• Confusion . "If there's confusion, then that's a sign there's some sort of conflict. There's some sort of resistance to whatever is being done," Foley said.  Quickly address the confusion by being transparent and answering questions, such as sharing with employees the factors that went into making a decision. "They may still choose to disagree with the decision, but at least they won't be confused by it. They'll understand the factors at play."

Burnout . This might be signaled by workers who constantly call in sick or often talk about how overwhelmed they are with work demands. Talk to them—and really listen.

She suggested, "When you ask about what they did over the weekend and they say, 'Oh I worked all weekend,' make sure you talk to those people about why they're working so much. Is this something you knew about?" If so, show appreciation for their work or apologize for the situation that is creating extra demands on them, such as an understaffing issue. If not, delve deeper to learn why they are putting in long hours, and see if you can help them better prioritize or delegate their workload to avoid the excess stress.

• Complaints . This is a clear sign of conflict. Foley urged leaders to figure out the root of the complaints so as to address it with employees.

Resolving Conflicts

Foley recommended taking the following actions:

• Create a private setting for a conversation with the person or parties involved . She highly recommended talking one-on-one with each person to get his or her perspective, then bringing the parties together for a conversation.

Encourage people to speak openly . Give them your full attention. Step away from your computer. Perhaps move your chair away from behind your desk to facilitate active listening.

Consider opening the conversation by saying something such as, "I'm trying to figure out what's going on here. I've noticed you don't quite seem like yourself. I feel like something must be up and wanted to give you an opportunity to talk to me to see if there's anything I can do to help you," Foley said.

• Let the people you are talking with know you are open to constructive feedback . Tell them, "I'd love it if we could just talk openly, whatever's on your mind … because I feel like something's upsetting you right now. If it's me, tell me. By all means, I'm open to your feedback because I value your insight into how this company is run," she said.

Be transparent and avoid being defensive and competitive . "You want to give people all the details you have and all the factors that went into any decision-making" that prompted the conflict, Foley said. If it's about the lack of a promotion or raise, for example, it can help workers learn what they need to improve on to become better employees and achieve their goals in the future.

Refrain from being defensive or competitive if the conflict involves you as a leader, Foley said.

"You may have no idea the person was mad at you. Sometimes it's the people who intend no harm who wind up [getting] the most defensive in these kinds of situations because their intent was so pure," she said. If this happens, ask the other person if you may take a five-minute break so you can process the information and compose yourself. Then return to the conversation.

Competitiveness can be its own source of conflict—whether over an assignment or recognition the other person desired. If conflict is the result of employees accusing you of being competitive to their—or the team's—detriment, be transparent so they better understand the decision that was made.

• Reframe what the person said. When the employee has finished talking, restate what you heard and ask them to let you know if you heard them correctly. This is to make sure there isn't any miscommunication and to demonstrate that you want to understand them.
• Show empathy . Acknowledge that you understand they are going through something difficult; you are not trying to fix the problem or putting a positive spin on something troubling them, but being present and understanding.
• Create opportunities for cooperation . Brainstorm creative solutions together so it's not you as a leader issuing a solution. 

Have a follow-up plan . This includes checking in with employees later to see how they are faring post-discussion. If the solution to solve the conflict requires others to be involved, notify them.

Be attentive to future signs of conflict going forward, Foley advised. "Once we get to know people, once we build those relationships with them, we can be more attentive … and notice those signs of conflict early on."

Related Content

Rising Demand for Workforce AI Skills Leads to Calls for Upskilling

As artificial intelligence technology continues to develop, the demand for workers with the ability to work alongside and manage AI systems will increase. This means that workers who are not able to adapt and learn these new skills will be left behind in the job market.

Employers Want New Grads with AI Experience, Knowledge

A vast majority of U.S. professionals say students entering the workforce should have experience using AI and be prepared to use it in the workplace, and they expect higher education to play a critical role in that preparation.

Advertisement

Artificial Intelligence in the Workplace

​An organization run by AI is not a futuristic concept. Such technology is already a part of many workplaces and will continue to shape the labor market and HR. Here's how employers and employees can successfully manage generative AI and other AI-powered systems.

HR Daily Newsletter

New, trends and analysis, as well as breaking news alerts, to help HR professionals do their jobs better each business day.

Success title

Success caption

• SUGGESTED TOPICS
• The Magazine
• Newsletters
• Managing Yourself
• Managing Teams
• Work-life Balance
• The Big Idea
• Data & Visuals
• Reading Lists
• Case Selections
• HBR Learning
• Topic Feeds
• Account Settings
• Email Preferences

How to Navigate Conflict with a Coworker

Seven strategies to help you make progress with even the most difficult people

Interpersonal conflicts are common in the workplace, and it’s easy to get caught up in them. But that can lead to reduced creativity, slower and worse decision-making, and even fatal mistakes. So how can we return to our best selves? Having studied conflict management and resolution over the past several years, the author outlines seven principles to help you work more effectively with difficult colleagues: (1) Understand that your perspective is not the only one possible. (2) Be aware of and question any unconscious biases you may be harboring. (3) View the conflict not as me-versus-them but as a problem to be jointly solved. (4) Understand what outcome you’re aiming for. (5) Be very judicious in discussing the issue with others. (6) Experiment with behavior change to find out what will improve the situation. (7) Make sure to stay curious about the other person and how you can more effectively work together.

Early in my career I took a job reporting to someone who had a reputation for being difficult. I’ll call her Elise. Plenty of people warned me that she would be hard to work with, but I thought I could handle it. I prided myself on being able to get along with anyone. I didn’t let people get under my skin. I could see the best in everyone.

• Amy Gallo is a contributing editor at Harvard Business Review, cohost of the Women at Work podcast , and the author of two books: Getting Along: How to Work with Anyone (Even Difficult People) and the HBR Guide to Dealing with Conflict . She writes and speaks about workplace dynamics. Watch her TEDx talk on conflict and follow her on LinkedIn . amyegallo

Partner Center

• Business Essentials
• Leadership & Management
• Credential of Leadership, Impact, and Management in Business (CLIMB)
• Entrepreneurship & Innovation
• Digital Transformation
• Finance & Accounting
• Business in Society
• For Organizations
• Support Portal
• Media Coverage
• Founding Donors
• Leadership Team

• Harvard Business School →
• HBS Online →
• Business Insights →

Business Insights

Harvard Business School Online's Business Insights Blog provides the career insights you need to achieve your goals and gain confidence in your business skills.

• Career Development
• Communication
• Decision-Making
• Earning Your MBA
• Negotiation
• News & Events
• Productivity
• Staff Spotlight
• Student Profiles
• Work-Life Balance
• AI Essentials for Business
• Alternative Investments
• Business Analytics
• Business Strategy
• Business and Climate Change
• Design Thinking and Innovation
• Digital Marketing Strategy
• Disruptive Strategy
• Economics for Managers
• Entrepreneurship Essentials
• Financial Accounting
• Global Business
• Launching Tech Ventures
• Leadership Principles
• Leadership, Ethics, and Corporate Accountability
• Leading with Finance
• Management Essentials
• Negotiation Mastery
• Organizational Leadership
• Power and Influence for Positive Impact
• Strategy Execution
• Sustainable Business Strategy
• Sustainable Investing
• Winning with Digital Platforms

5 Strategies for Conflict Resolution in the Workplace

• 07 Sep 2023

Any scenario in which you live, work, and collaborate with others is susceptible to conflict. Because workplaces are made up of employees with different backgrounds, personalities, opinions, and daily lives, discord is bound to occur. To navigate it, it’s crucial to understand why it arises and your options for resolving it.

Common reasons for workplace conflict include:

• Misunderstandings or poor communication skills
• Differing opinions, viewpoints, or personalities
• Biases or stereotypes
• Variations in learning or processing styles
• Perceptions of unfairness

Although conflict is common, many don’t feel comfortable handling it—especially with colleagues. As a business leader, you’ll likely clash with other managers and need to help your team work through disputes.

Here’s why conflict resolution is important and five strategies for approaching it.

Access your free e-book today.

Why Is Addressing Workplace Conflict Important?

Pretending conflict doesn’t exist doesn’t make it go away. Ignoring issues can lead to missed deadlines, festering resentment, and unsuccessful initiatives.

Yet, according to coaching and training firm Bravely , 53 percent of employees handle “toxic” situations by avoiding them. Worse still, averting a difficult conversation can cost an organization $7,500 and more than seven workdays.

That adds up quickly: American businesses lose $359 billion yearly due to the impact of unresolved conflict.

As a leader, you have a responsibility to foster healthy conflict resolution and create a safe, productive work environment for employees.

“Some rights, such as the right to safe working conditions or the right against sexual harassment, are fundamental to the employment relationship,” says Harvard Business School Professor Nien-hê Hsieh in the course Leadership, Ethics, and Corporate Accountability . “These rights are things that employees should be entitled to no matter what. They’re often written into the law, but even when they aren’t, they’re central to the ethical treatment of others, which involves respecting the inherent dignity and intrinsic worth of each individual.”

Effectively resolving disputes as they arise benefits your employees’ well-being and your company’s financial health. The first step is learning about five conflict resolution strategies at your disposal.

Related: How to Navigate Difficult Conversations with Employees

While there are several approaches to conflict, some can be more effective than others. The Thomas-Kilmann Conflict Model —developed by Dr. Kenneth W. Thomas and Dr. Ralph H. Kilmann—outlines five strategies for conflict resolution:

• Accommodating
• Compromising
• Collaborating

These fall on a graph, with assertiveness on the y-axis and cooperativeness on the x-axis. In the Thomas-Kilmann model, “assertiveness” refers to the extent to which you try to reach your own goal, and “cooperativeness” is the extent to which you try to satisfy the other party’s goal.

Alternatively, you can think of these axis labels as the “importance of my goal” and the “importance of this relationship.” If your assertiveness is high, you aim to achieve your own goal. If your cooperativeness is high, you strive to help the other person reach theirs to maintain the relationship.

Here’s a breakdown of the five strategies and when to use each.

1. Avoiding

Avoiding is a strategy best suited for situations in which the relationship’s importance and goal are both low.

While you’re unlikely to encounter these scenarios at work, they may occur in daily life. For instance, imagine you’re on a public bus and the passenger next to you is loudly playing music. You’ll likely never bump into that person again, and your goal of a pleasant bus ride isn’t extremely pressing. Avoiding conflict by ignoring the music is a valid option.

In workplace conflicts—where your goals are typically important and you care about maintaining a lasting relationship with colleagues—avoidance can be detrimental.

Remember: Some situations require avoiding conflict, but you’re unlikely to encounter them in the workplace.

2. Competing

Competing is another strategy that, while not often suited for workplace conflict, can be useful in some situations.

This conflict style is for scenarios in which you place high importance on your goal and low importance on your relationships with others. It’s high in assertiveness and low in cooperation.

You may choose a competing style in a crisis. For instance, if someone is unconscious and people are arguing about what to do, asserting yourself and taking charge can help the person get medical attention quicker.

You can also use it when standing up for yourself and in instances where you feel unsafe. In those cases, asserting yourself and reaching safety is more critical than your relationships with others.

When using a competing style in situations where your relationships do matter (for instance, with a colleague), you risk impeding trust—along with collaboration, creativity, and productivity.

3. Accommodating

The third conflict resolution strategy is accommodation, in which you acquiesce to the other party’s needs. Use accommodating in instances where the relationship matters more than your goal.

For example, if you pitch an idea for a future project in a meeting, and one of your colleagues says they believe it will have a negative impact, you could resolve the conflict by rescinding your original thought.

This is useful if the other person is angry or hostile or you don’t have a strong opinion on the matter. It immediately deescalates conflict by removing your goal from the equation.

While accommodation has its place within organizational settings, question whether you use it to avoid conflict. If someone disagrees with you, simply acquiescing can snuff out opportunities for innovation and creative problem-solving .

As a leader, notice whether your employees frequently fall back on accommodation. If the setting is safe, encouraging healthy debate can lead to greater collaboration.

Related: How to Create a Culture of Ethics and Accountability in the Workplace

4. Compromising

Compromising is a conflict resolution strategy in which you and the other party willingly forfeit some of your needs to reach an agreement. It’s known as a “lose-lose” strategy, since neither of you achieve your full goal.

This strategy works well when your care for your goal and the relationship are both moderate. You value the relationship, but not so much that you abandon your goal, like in accommodation.

For example, maybe you and a peer express interest in leading an upcoming project. You could compromise by co-leading it or deciding one of you leads this one and the other the next one.

Compromising requires big-picture thinking and swallowing your pride, knowing you won’t get all your needs fulfilled. The benefits are that you and the other party value your relationship and make sacrifices to reach a mutually beneficial resolution.

5. Collaborating

Where compromise is a lose-lose strategy, collaboration is a win-win. In instances of collaboration, your goal and the relationship are equally important, motivating both you and the other party to work together to find an outcome that meets all needs.

An example of a situation where collaboration is necessary is if one of your employees isn’t performing well in their role—to the point that they’re negatively impacting the business. While maintaining a strong, positive relationship is important, so is finding a solution to their poor performance. Framing the conflict as a collaboration can open doors to help each other discover its cause and what you can do to improve performance and the business’s health.

Collaboration is ideal for most workplace conflicts. Goals are important, but so is maintaining positive relationships with co-workers. Promote collaboration whenever possible to find creative solutions to problems . If you can’t generate a win-win idea, you can always fall back on compromise.

Considering Your Responsibilities as a Leader

As a leader, not only must you address your own conflicts but help your employees work through theirs. When doing so, remember your responsibilities to your employees—whether ethical, legal, or economic.

Leadership, Ethics, and Corporate Accountability groups your ethical responsibilities to employees into five categories:

• Well-being: What’s ultimately good for the person
• Rights: Entitlement to receive certain treatment
• Duties: A moral obligation to behave in a specific way
• Best practices: Aspirational standards not required by law or cultural norms
• Fairness: Impartial and just treatment

In the course, Hsieh outlines three types of fairness you can use when helping employees solve conflicts:

• Legitimate expectations: Employees reasonably expect certain practices or behaviors to continue based on experiences with the organization and explicit promises.
• Procedural fairness: Managers must resolve issues impartially and consistently.
• Distributive fairness: Your company equitably allocates opportunities, benefits, and burdens.

Particularly with procedural fairness, ensure you don’t take sides when mediating conflict. Treat both parties equally, allowing them time to speak and share their perspectives. Guide your team toward collaboration or compromise, and work toward a solution that achieves the goal while maintaining—and even strengthening—relationships.

Are you interested in learning how to navigate difficult decisions as a leader? Explore Leadership, Ethics, and Corporate Accountability —one of our online leadership and management courses —and download our free guide to becoming a more effective leader.

About the Author

• Browse Topics
• Executive Committee
• Affiliated Faculty
• Harvard Negotiation Project
• Great Negotiator
• American Secretaries of State Project
• Awards, Grants, and Fellowships
• Negotiation Programs
• Mediation Programs
• One-Day Programs
• In-House Training and Custom Programs
• In-Person Programs
• Online Programs
• Advanced Materials Search
• Contact Information
• The Teaching Negotiation Resource Center Policies
• Frequently Asked Questions
• Negotiation Journal
• Harvard Negotiation Law Review
• Working Conference on AI, Technology, and Negotiation
• 40th Anniversary Symposium
• Free Reports and Program Guides

Free Videos

• Upcoming Events
• Past Events
• Event Series
• Our Mission
• Keyword Index

PON – Program on Negotiation at Harvard Law School - https://www.pon.harvard.edu

Team-Building Strategies: Building a Winning Team for Your Organization

Discover how to build a winning team and boost your business negotiation results in this free special report, Team Building Strategies for Your Organization, from Harvard Law School.

3 Types of Conflict and How to Address Them

Different types of conflict — including task conflict, relationship conflict, and value conflict—can benefit from different approaches to conflict resolution..

By Katie Shonk — on December 14th, 2023 / Conflict Resolution

In the workplace, it sometimes seems as if some types of conflict are always with us. Miss a deadline, and you are likely to face conflict with your boss. Lash out at a colleague who you feel continually undermines you, and you’ll end up in conflict. And if you disagree with a fellow manager about whether to represent a client whose values you disdain, conflict is also likely.

In particular, three types of conflict are common in organizations: task conflict, relationship conflict, and value conflict. Although open communication, collaboration, and respect will go a long way toward conflict management , the three types of conflict can also benefit from targeted conflict-resolution tactics .

Claim your FREE copy: The New Conflict Management

In our FREE special report from the Program on Negotiation at Harvard Law School - The New Conflict Management: Effective Conflict Resolution Strategies to Avoid Litigation – renowned negotiation experts uncover unconventional approaches to conflict management that can turn adversaries into partners.

Task Conflict

The first of the three types of conflict in the workplace, task conflict, often involves concrete issues related to employees’ work assignments and can include disputes about how to divide up resources, differences of opinion on procedures and policies, managing expectations at work , and judgments and interpretation of facts.

Of the three types of conflict discussed here, task conflict may appear to be the simplest to resolve. But task conflict often turns out to have deeper roots and more complexity that it appears to have at first glance. For example, coworkers who are arguing about which one of them should go to an out-of-town conference may have a deeper conflict based on a sense of rivalry.

Task conflict often benefits from the intervention of an organization’s leaders. Serving as de facto mediators, managers can focus on identifying the deeper interests underlying parties’ positions. This can be done through active listening, which involves asking questions, repeating back what you hear to confirm your understanding, and asking even deeper questions aimed at probing for deeper concerns. Try to engage the parties in a collaborative problem-solving process in which they brainstorm possible solutions. When parties develop solutions together, rather than having an outcome imposed on them, they are more likely to abide by the agreement and get along better in the future.

Relationship Conflict

The second of our three types of conflict, relationship conflict, arises from differences in personality, style, matters of taste, and even conflict styles. In organizations, people who would not ordinarily meet in real life are often thrown together and must try to get along. It’s no surprise, then, that relationship conflict can be common in organizations.

Suppose you’ve felt a long-simmering tension with a colleague, whether over work assignments, personality differences, or some other issue. Before turning to a manager, you might invite the colleague out to lunch and try to get to know him or her better. Discovering things you have in common—whether a tie to the same city, children the same age, or shared concerns about problems in your organization—may help bring you together.

If you feel comfortable, bring up the source of the tension and focus on listening to the other person’s point of view. Resist the urge to argue or defend your position. When you demonstrate empathy and interest, he or she is likely to reciprocate. If the conflict persists or worsens, enlist the help of a manager in resolving your differences.

Value Conflict

The last of our three types of conflict, value conflict, can arise from fundamental differences in identities and values, which can include differences in politics, religion, ethics, norms, and other deeply held beliefs. Although discussion of politics and religion is often taboo in organizations, disputes about values can arise in the context of work decisions and policies, such as whether to implement an affirmative action program or whether to take on a client with ties to a corrupt government.

According to MIT professor Lawrence Susskind, disputes involving values tend to heighten defensiveness, distrust, and alienation. Parties can feel so strongly about standing by their values that they reject trades that would satisfy other interests they might have.

Susskind recommends that instead of seeking to resolve a values-based dispute, we aim to move beyond demonization toward mutual understanding and respect through dialogue. Aim for a cognitive understanding in which you and your coworker reach an accurate conceptualization of one another’s point of view. This type of understanding doesn’t require sympathy or emotional connection, only a “values-neutral” ability to describe accurately what someone else believes about the situation, write Robert Mnookin, Scott R. Peppet, and Andrew S. Tulumello in Beyond Winning: Negotiating to Create Value in Deals and Disputes (Harvard University Press, 2004).

In addition, you may be able to reframe a values-based dispute “by appealing to other values that you and your counterpart share,” writes Susskind in an article in the Negotiation Briefings newsletter, “including universal beliefs such as equal rights or nonviolence, rather than focusing on the differences in beliefs that precipitated the dispute.”

Learn more about conflict and dispute resolution when you read these items:

• What is Conflict Resolution, and How Does It Work?

How to manage conflict at work through conflict resolution

If you work with others, sooner or later you will almost inevitably face the need for conflict resolution. You may need to mediate a dispute between two members of your department. Or you may find yourself angered by something a colleague reportedly said about you in a meeting. Or you may need to engage in … Read What is Conflict Resolution, and How Does It Work? >>

• Conflict Styles and Bargaining Styles

Our conflict and negotiation styles have a significant impact on how we manage conflict and negotiate. Two different models can help identify our tendencies and those of our counterparts.

What type of negotiator are you? Many negotiation strategies are “one size fits all,” but our unique personalities and life experiences will shape how we carry out and react to such strategies. Familiarity with different kinds of negotiation and conflict management styles can help us better understand and work with our own tendencies and …  Read Conflict Styles and Bargaining Styles >>

Types of Conflict in Business Negotiation—and How to Avoid Them

The types of conflict we face in business negotiation can be categorized by our role and relationship with the other party. by preparing for characteristics of each one, we will be better positioned to avoid them in the first place..

Conflict in business negotiation is common, but it doesn’t have to be that way. There are steps we can take to avoid certain types of conflict and misunderstanding. Often, it helps to analyze the unique causes of conflict in particular negotiation situations. Here, we look at three frequent types of conflict in business negotiations and offer …  Read Types of Conflict in Business Negotiation—and How to Avoid Them >>

What are the Three Basic Types of Dispute Resolution? What to Know About Mediation, Arbitration, and Litigation

How to choose the best dispute resolution process.

When it comes to dispute resolution, we now have many choices. Understandably, disputants are often confused about which process to use. … Read What are the Three Basic Types of Dispute Resolution? What to Know About Mediation, Arbitration, and Litigation >>

Elements of Conflict: Diagnose What’s Gone Wrong

Basic elements of conflict contribute to disputes and cause them to escalate. we describe three primary elements of conflict and suggest ways to address them productively in your negotiations..

In the heat of conflict, it can be difficult to think rationally about how you got where you are and how you might make things better. But by taking a break to consider the elements of conflict, you can move toward a more rational assessment of the dispute and come up with ways to address …  Read Elements of Conflict: Diagnose What’s Gone Wrong >> 

Conflict-Management Styles: Pitfalls and Best Practices

Conflict-management styles can affect how disputes play out in organizations and beyond. research on conflict-management styles offers advice on managing such difficult situations..

People approach conflict differently, depending on their innate tendencies, their life experiences, and the demands of the moment. Negotiation and conflict-management research reveals how our differing conflict-management styles mesh with best practices … Read Conflict-Management Styles: Pitfalls and Best Practices >>

Get Stories about Types of Conflict

Access our library of blog articles dealing with types of conflict..

From negotiation and conflict management styles to types of conflict and how to avoid them. Even more stories about learning from mediating professional sports disputes and what is an arbitration agreement to negotiating values in conflict resolution scenarios. And more … Read Stories about Types of Conflict >>

What types of conflict seem to be most prevalent in your organization? Leave us a comment.

Related Posts

• Value Conflict: What It Is and How to Resolve It
• Advanced Negotiation Strategies and Concepts: Hostage Negotiation Tips for Business Negotiators
• Negotiating the Good Friday Agreement

No Responses to “3 Types of Conflict and How to Address Them”

7 responses to “3 types of conflict and how to address them”.

This was a helpful article as I am researching and writing about conflict management for a leadership curriculum. I see all three is being interconnected, while yet separate. Hence, the need to cognitively separate out these different ways of thinking (of what we value) is important.

I believe task conflict is the most prevalent in our organization most times due to staffing issues. Once a task is assigned, even when the staffing has been resolved the task is not reassigned to the proper department or function.

Whether it is relationship task or value oriented, conflicts arise out of images and perceptions which one has. This is again anchored in memory and conditioning. Unless the perception changes, de_escalation is not possible. Recognition, Aknowledgment and Connect are the core. Indian philosophy talks about understanding the type of energy sustaining the conflict and then being motivated to move from entitlements to equanimity

I find that task related conflict dominates followed by relationship conflicts. Value related conflicts are very limited due the nature of the organisational set up and its value system.

Great piece of work done here which provides excellent resolutions especially to management staff on dealing with day to day issues in our organisations. The three types of conflict are visible,although the value conflict due to issues to do with religion are more .

It’s helpful to have these common conflicts categorized in this way. I wonder where identity-based and cultural disputes involving gender, sexual orientation, or ethnicity would fall under? These issues are in some cases more sensitive or personal than value and relationship conflicts but I could see them falling under either. Thanks.

Identity-based and cultural disputes involving gender, sexual orientation, or ethnicity are typically classified as value conflicts. Value conflicts arise when people disagree on what is right or wrong, good or bad, just or unjust, and so on. These types of conflicts involve deeply held beliefs, attitudes, and values that individuals and groups attach to their identity and sense of self. As a result, they can be particularly sensitive and personal, as you noted. However, they are still ultimately conflicted about values.

That being said, it’s essential to recognise that conflicts related to gender, sexual orientation, or ethnicity can also have relationship components. For example, someone might feel that a friend or family member’s beliefs about their identity are hurtful or disrespectful, which could strain their relationship. In these cases, the conflict might involve both value and relationship components.

Overall, the classification of a conflict as value-based or relationship-based is not always clear-cut, and there can be an overlap between the two categories. It’s essential to consider the specific nature of the conflict and the context in which it occurs in order to determine the most appropriate way to address it.

Click here to cancel reply.

Leave a Reply Cancel reply

Your email address will not be published. Required fields are marked *

Save my name, email, and website in this browser for the next time I comment.

Negotiation and Leadership

• Learn More about Negotiation and Leadership

NEGOTIATION MASTER CLASS

• Learn More about Harvard Negotiation Master Class

Negotiation Essentials Online

• Learn More about Negotiation Essentials Online

Beyond the Back Table: Working with People and Organizations to Get to Yes

• Learn More about Beyond the Back Table

Select Your Free Special Report

• Beyond the Back Table September 2024 and February 2025 Program Guide
• Negotiation and Leadership Fall 2024 Program Guide
• Negotiation Essentials Online (NEO) Spring 2024 Program Guide
• Negotiation Master Class May 2024 Program Guide
• Negotiation and Leadership Spring 2024 Program Guide
• Make the Most of Online Negotiations
• Managing Multiparty Negotiations
• Getting the Deal Done
• Salary Negotiation: How to Negotiate Salary: Learn the Best Techniques to Help You Manage the Most Difficult Salary Negotiations and What You Need to Know When Asking for a Raise
• Overcoming Cultural Barriers in Negotiation: Cross Cultural Communication Techniques and Negotiation Skills From International Business and Diplomacy

Teaching Negotiation Resource Center

• Teaching Materials and Publications

Stay Connected to PON

Preparing for negotiation.

Understanding how to arrange the meeting space is a key aspect of preparing for negotiation. In this video, Professor Guhan Subramanian discusses a real world example of how seating arrangements can influence a negotiator’s success. This discussion was held at the 3 day executive education workshop for senior executives at the Program on Negotiation at Harvard Law School.

Guhan Subramanian is the Professor of Law and Business at the Harvard Law School and Professor of Business Law at the Harvard Business School.

Articles & Insights

• Negotiation Examples: How Crisis Negotiators Use Text Messaging
• For Sellers, The Anchoring Effects of a Hidden Price Can Offer Advantages
• BATNA Examples—and What You Can Learn from Them
• Taylor Swift: Negotiation Mastermind?
• Power and Negotiation: Advice on First Offers
• 10 Great Examples of Negotiation in Business
• The Process of Business Negotiation
• Contingency Contracts in Business Negotiations
• Sales Negotiation Techniques
• M&A Negotiation Strategy: Missed Opportunities in Musk’s Twitter Deal
• Police Negotiation Techniques from the NYPD Crisis Negotiations Team
• Famous Negotiations Cases – NBA and the Power of Deadlines at the Bargaining Table
• Negotiating Change During the Covid-19 Pandemic
• AI Negotiation in the News
• Crisis Communication Examples: What’s So Funny?
• Bargaining in Bad Faith: Dealing with “False Negotiators”
• Managing Difficult Employees, and Those Who Just Seem Difficult
• How to Deal with Difficult Customers
• Negotiating with Difficult Personalities and “Dark” Personality Traits
• Consensus-Building Techniques
• Dealmaking Secrets from Henry Kissinger
• 7 Tips for Closing the Deal in Negotiations
• Writing the Negotiated Agreement
• The Winner’s Curse: Avoid This Common Trap in Auctions
• Understanding Exclusive Negotiation Periods in Business Negotiations
• Four Conflict Negotiation Strategies for Resolving Value-Based Disputes
• The Door in the Face Technique: Will It Backfire?
• Three Questions to Ask About the Dispute Resolution Process
• Negotiation Case Studies: Google’s Approach to Dispute Resolution
• What is Alternative Dispute Resolution?
• India’s Direct Approach to Conflict Resolution
• International Negotiations and Agenda Setting: Controlling the Flow of the Negotiation Process
• Overcoming Cultural Barriers in Negotiations and the Importance of Communication in International Business Deals
• Political Negotiation: Negotiating with Bureaucrats
• Government Negotiations: The Brittney Griner Case
• Directive Leadership: When It Does—and Doesn’t—Work
• How an Authoritarian Leadership Style Blocks Effective Negotiation
• Paternalistic Leadership: Beyond Authoritarianism
• Advantages and Disadvantages of Leadership Styles: Uncovering Bias and Generating Mutual Gains
• The Contingency Theory of Leadership: A Focus on Fit
• Alternative Dispute Resolution (ADR) Training: Mediation Curriculum
• What Makes a Good Mediator?
• Why is Negotiation Important: Mediation in Transactional Negotiations
• The Mediation Process and Dispute Resolution
• Negotiations and Logrolling: Discover Opportunities to Generate Mutual Gains
• Persuasion Tactics in Negotiation: Playing Defense
• Negotiation in International Relations: Finding Common Ground
• Influence Tactics in Negotiation
• What Is Distributive Negotiation?
• Negotiation Team Strategy
• Ethics and Negotiation: 5 Principles of Negotiation to Boost Your Bargaining Skills in Business Situations
• Negotiation Journal celebrates 40th anniversary, new publisher, and diamond open access in 2024
• 10 Negotiation Training Skills Every Organization Needs
• Trust in Negotiation: Does Gender Matter?
• Use a Negotiation Preparation Worksheet for Continuous Improvement
• Negotiating a Salary When Compensation Is Public
• How to Negotiate a Higher Salary after a Job Offer
• How to Negotiate Pay in an Interview
• How to Negotiate a Higher Salary
• Renegotiate Salary to Your Advantage
• Teaching with Multi-Round Simulations: Balancing Internal and External Negotiations
• Check Out Videos from the PON 40th Anniversary Symposium
• Camp Lemonnier: Negotiating a Lease Agreement for a Key Military Base in Africa
• New Great Negotiator Case and Video: Christiana Figueres, former UNFCCC Executive Secretary
• New Simulation: International Business Acquisition Negotiated Online
• Win-Lose Negotiation Examples
• How to Negotiate Mutually Beneficial Noncompete Agreements
• What is a Win-Win Negotiation?
• How to Win at Win-Win Negotiation
• Labor Negotiation Strategies

PON Publications

• Negotiation Data Repository (NDR)
• New Frontiers, New Roleplays: Next Generation Teaching and Training
• Negotiating Transboundary Water Agreements
• Learning from Practice to Teach for Practice—Reflections From a Novel Training Series for International Climate Negotiators
• Insights From PON’s Great Negotiators and the American Secretaries of State Program
• Gender and Privilege in Negotiation

Remember Me This setting should only be used on your home or work computer.

Lost your password? Create a new password of your choice.

Copyright © 2024 Negotiation Daily. All rights reserved.

How to Handle Conflict in the Workplace

Learn and implement the five C's of workplace conflict resolution.

Getty Images

Misperceptions about work projects and people’s work styles could play a role in workplace conflict.

It's a common workplace scenario: News of a shakeup in your department leads to rumors and predictions. Misunderstandings multiply, and tension and stress increase. Conflict ensues.

This is a situation that Beth Fisher-Yoshida, program director of the Negotiation and Conflict Resolution program at the Columbia University School of Professional Studies, sees frequently. “A lot of times we fill in the gaps because we want to know in a very primal level, are we safe? Are we safe, is this a safe environment? Am I not safe? Is that animal going to get me or not? What am I doing?" she says. "And so you’re doing it really out of physical and psychological safety. And so we make up stories to give ourselves that information to help us know what to do and how to respond.”

Fisher-Yoshida looks at the social psychology aspect of workplace conflict. What's going on inside of a person can also lead to conflict, as can interpersonal and social setting dynamics. A slight misunderstanding between co-workers can develop into a larger issue.

Of course, not all conflict in the workplace is based on misunderstandings. Bullying, sexual harassment, discrimination, as well as toxic work environments can also feed conflicts.

Understanding how conflict develops in the workplace can help you avoid or resolve it yourself. Here's what you need to know about resolving conflict in the workplace:

What Is Conflict Resolution in the Workplace?

Common examples of workplace conflict, the 5 c's of conflict resolution, skills to help you resolve conflict at work.

Conflict resolution in the workplace involves resolving an immediate issue between workers or departments in an organization as well as any underlying causes of that conflict within the organization itself, which may be systemic, explains Fisher-Yoshida. "A second, deeper, longer-term look would be at understanding the underlying causes of the conflict in the first place ... so maybe there’s policy that needs to be changed for performance management or something like that."

Russell Benaroya, author, coach, speaker and co-founder of Stride Services, a bookkeeping, accounting and strategic advisory services firm, notes that having self-awareness is another key to dismantling workplace conflict. It's important to understand how your own behaviors play a role in your work environment and in any workplace conflict.

Intercultural conflict is another form of workplace conflict and includes generational differences, gender differences, ethnicity, race, nationality, life experiences and differences in values.

Misperceptions about work projects and people’s work styles may also play a role in workplace conflict. Organizational and departmental values may differ as well.

Differences certainly strengthen any work team; a breadth of perspectives and abilities makes us versatile. But when people aren’t working smoothly together, regardless of factors at the company level or at an interpersonal level, or even in our own individual behaviors, the friction can sometimes transform into a workplace conflict.

Miscommunication . Rumors about a pending company restructure and a lack of information can cause tension and conflict in the workplace. In this scenario, Fisher-Yoshida recommends that management resolve the problem by over-communicating about the reorganization. “Over-communicate in the sense that people will make assumptions. And so if you want to check that early, just over-communicate something simple as, ‘We’re working on this. We don’t have any decisions yet, but in the next two to three weeks we’re going to be meeting. And then within a month we’ll let you know,’ and just constant communication about what’s taking place,” Fisher-Yoshida says.

Lack of transparency . Another common workplace conflict results from lack of transparency on how work assignments are distributed or what people are responsible for, Fisher-Yoshida notes. With work projects, for example, this can sometimes lead to perceptions that one person is doing more work than another person. These assumptions can make people feel worn and burdened. Fisher-Yoshida recommends being proactive in such a situation rather than reactive. Create transparency on what the assignment is, what the workload is and how that's distributed. "So this way, everybody sees what’s going on and there’s no secret. Now if somebody works faster than somebody else, they get done sooner. ... If somebody needs more time to reflect on what they're doing than they had, they should be allotted that more time. But the transparency of how decisions are made is important."

Perceived lack of equity and fairness . Another common scenario involves co-workers wondering why someone received a promotion over someone else. Assumptions may be made that there is a lack of equity or fairness. “My recommendation for resolving that is to reframe the situation (because) if people think the only way of career advancement is a new title and promotion or more money, then there’s a really narrow range of options that they have," says Fisher-Yoshida. "If we think instead that there’s a lateral way of growth where you can also develop yourself without a promotion but you can take on different kinds of responsibilities, get more workplace training, develop more skills, have other kinds of opportunities, maybe travel or meet people. And that’s very fulfilling if it’s framed that way, and if the organization really does value it.”

Conflicts in global workplaces . For global workplaces with teammates throughout the world, Fisher-Yoshida recommends defining what a team is. People from different backgrounds may have very different understandings of the word “team,” so talk about what it means to be a team, including how decisions are going to be made, how communication is going to happen and how to handle disagreements.

Retributive policies . Fisher-Yoshida also advises that if companies say they are open to resolving conflict, then they should mean it. Policies that are retributive and punish employees for speaking up about workplace conflict do not help. "If I feel that and I witnessed retribution, I’m going to be really careful about what I say if I need this particular job. And I can’t afford to make waves or to lose my job. Then I’m going to suck it up and just be quiet about things. But that’s not going to be healthy for me emotionally either," says Fisher-Yoshida. Employees who experience mental stress related to conflict may also experience physical signs of stress . Workplace stress may result in sickness, impact interactions with others in the workplace and lead to absenteeism.

Inner conflict . Conflict in the workplace can also involve what is going on beneath the surface, inside of you. That is because your behaviors manifest in your work environment . Do you have inner conflict? Benaroya's business leadership book, "One Life to Lead," emphasizes the importance of "being conscious of how your behaviors show up in the environment that is in service to what you are trying to create." You should also be aware of your own principles, how you self-manage and how the people around you and your physical environment affect your energy level .

It also helps to be aware of and stay in your "genius zone," according to Benaroya. He explains, “Everyone has their genius zone. It's those things that you do that feel effortless and are seemingly unique.” The concept originated from Gay Hendricks, a psychologist, professor and author who wrote "The Big Leap" and "The Genius Zone." Benaroya says, "Oftentimes, we stay in conflict much longer than we need to. And sometimes, it's a function of being so far out of our genius zone." How do you feel about yourself and where you work? To resolve inner conflict, it's important to find out if you are in the right place for you.

Here are the 5 C's of conflict resolution, according to Fisher-Yoshida and Benaroya:

• Communication . Communication is both about what you say and don’t say, notes Fisher-Yoshida. Benaroya says that candor, as well as speaking freely and clearly about conflict, is also essential.
• Curiosity . It's important to be curious, or willing to understand and learn more from the other party involved in a conflict. Having curiosity about the solution to the problem and selecting an action is something that Fisher-Yoshida says will “have the impact on the other party that you want to have.”
• Culture . Cultural awareness can help resolve conflicts, Fisher-Yoshida explains. Culture is related to belief systems, values we grew up with, our life experiences, the worldview we’ve developed. All these things create different kinds of lenses or filters that we may notice when we’re interacting with another party. We interpret what other people say and do through our particular cultural lens.
• Complexity . Understand that there may be many complex layers to issues within a workplace. For example, there is cultural complexity between what one person intends to communicate and how someone else understands it. These issues can exist between departments, individuals and even within ourselves.
• Consciousness . When workers or departments lack awareness of the role they may be playing in a conflict, Benaroya says they are “unconsciously committed to getting into conflict.” He emphasizes that everyone has 100% responsibility for resolving workplace conflict.

Benaroya notes that having a framework for interaction in a workplace is an effective way to reduce ambiguity when conflicts arise. In other words, all individuals involved need to understand the rules of the game.

Benaroya uses well-known strategies for conflict resolution in the workplace in an exercise for Stride Services that allows parties in a conflict to sync up, fully express issues and take the emotion and drama out of a conflict.

Here's how: First, create some safety with an opener such as, “Is this an OK time? The reason I want to have this conversation with you is because I care about the work.” This enables people to be more vulnerable and authentic when they communicate.

Next, state the facts. It’s important to understand the difference between the facts and the story you are telling yourself. Share the story you have about that fact. For example, “When I think about this, I feel anxious, scared, nervous.” When responding, the other party should ask if there is anything more to express before working together toward a shared solution.

Benaroya also recommends that employers normalize conflict resolution by bringing such strategies out into the open through sharing examples and training people with role-play exercises.

Most Stressful Jobs

Tags: money , careers , Company Culture

RECOMMENDED

Explore Law Firms and Legal Advice

You May Also Like

Is consumer services a good career path.

Jamela Adam April 18, 2024

13 Signs You May Be Facing a Tech Layoff

Jamela Adam and Janica Ingram April 11, 2024

Why You Feel Disengaged at Work

Robin Madell April 8, 2024

9 Sites for Legit Remote Jobs

Robin Madell April 3, 2024

7 Best Technology Jobs in the U.S.

Jamela Adam March 26, 2024

What Are Soft Skills?

Hallie Crawford March 25, 2024

11 Best High-Paying Business Jobs

Jamela Adam March 21, 2024

8 Best Finance Jobs to Pursue

Jamela Adam March 19, 2024

14 High-Paying, No-Degree Jobs

Jamela Adam March 14, 2024

The 15 Best Jobs That Help People

Jamela Adam March 12, 2024

25 Jobs That Pay $80K or More

Jamela Adam March 7, 2024

16 Best Jobs for High School Graduates

Jamela Adam Feb. 29, 2024

15 Best Jobs You've Never Heard Of

Jamela Adam Feb. 27, 2024

What Is the 'Act Your Wage?'

Robin Madell Feb. 23, 2024

20 Best Jobs for Work-Life Balance

Jamela Adam Feb. 22, 2024

15 Jobs to Consider for a Career Change

Jamela Adam Feb. 14, 2024

What Is Shift Shock?

Robin Madell Feb. 7, 2024

How We Determined the Best Companies

Jan. 29, 2024

10 Best Part-Time Jobs to Pay the Bills

Jamela Adam Jan. 26, 2024

10 Best Jobs That Allow You to Travel

Jamela Adam Jan. 22, 2024

How it works

For Business

Join Mind Tools

Article • 9 min read

Conflict Resolution

8 ways to resolve conflict in the workplace.

By the Mind Tools Content Team

Where there are people, there is conflict. We each have our values, needs and habits, so it's easy to misunderstand or irritate one another – or worse, to fall into conflict.

Left unchecked, conflict can lead to bad decisions and outright disputes, bullying or harassment. Teamwork breaks down, morale drops, and projects grind to a halt. Organizations feel the hit with wasted talent, high absenteeism, and increased staff turnover.

But conflict can be resolved. What's more, it can bring issues to light, strengthen relationships, and spark innovation – so long as you don't try to ignore it!

In this article, we'll explore different types of conflict, what causes conflict, and how to reach a positive outcome when you find yourself in conflict with a co-worker. (To identify the signs of conflict occurring between other people and to help them overcome their conflict with one another, we recommend our follow-on article, Resolving Team Conflict .)

Conflict Resolution Definition

Generally, workplace conflicts fall into two categories:

• Personality conflict or disagreements between individuals. These clashes are driven and perpetuated by emotions such as anger, stress and frustration.
• Substantive conflict is tangible and task-related, like the decisions leaders make, the performance of a team member, or your company's direction.

If unaddressed, both can spiral into wider conflict between teams, departments or businesses. Conflict resolution can be defined as the process of identifying, addressing, and resolving disagreements or disputes among employees in a professional setting, thereby fostering a positive and productive work environment.

What Causes Conflict at Work?

Some of the most common causes of workplace conflict are:

• Unclear responsibilities . Some team members may feel they do more work than others, or resent those who seem to have fewer responsibilities. Blame and frustration can build due to duplicated work or unfinished tasks.
• Competition for resources . Time, money, materials, equipment, and skillsets are finite resources. Competition for them can lead to conflict.
• Different interests . People may focus on personal or departmental goals over organizational ones. Or be held up and frustrated by others who they rely on to do their jobs effectively.

Read our article on Bell and Hart's Eight Causes of Conflict for more sources of – and solutions to – disputes.

Five Conflict Resolution Strategies

When you find yourself in a conflict situation, these five strategies will help you to resolve disagreements quickly and effectively:

1. Raise the Issue Early

Keeping quiet only lets resentment fester. Equally, speaking with other people first can fuel rumor and misunderstanding.

So, whether you're battling over the thermostat or feel that you're being micromanaged, be direct and talk with the other party. However, if you're afraid of making that approach, or worry that it may make the problem worse, speak with your manager first, or your HR department if the other party is your manager.

Either way, be assertive (not aggressive) and speak openly. This will encourage others to do the same – and you can get to the root cause of a problem before it escalates.

2. Manage Your Emotions

Choose your timing when you talk to someone about the conflict. If you're angry, you may say something you'll regret and inflame the situation. Be careful to avoid playing the blame game .

So stay calm, collect yourself, and ask, "What is it I want to achieve here?", "What are the issues I'm having?" and "What is it that I would like to see?"

See our article Managing Your Emotions at Work for more insight and tips.

3. Show Empathy

When you talk to someone about a conflict, it's natural to want to state your own case, rather than hear out the other side. But when two people do this, the conversation goes in circles.

Instead, invite the other party to describe their position, ask how they think they might resolve the issue, and listen with empathy .

Putting yourself in the other person's shoes is an essential part of negotiation. This helps you to build mutual respect and understanding – and to achieve an outcome that satisfies both parties.

4. Practice Active Listening

To identify the source of the conflict you have to really listen. To listen actively:

• Paraphrase the other party's points to show you're listening and really understand them.
• Look out for non-verbal signals that contradict what they are saying, such as a hesitant tone behind positive words. Bring these out into the open sensitively to address them together.
• Use appropriate body language , such as nodding your head, to show interest and to make it clear that you're following them.

Go further with Empathic Listening or Mindful Listening .

5. Acknowledge Criticism

Some of the things the other person tells you may be difficult to hear. But remember that criticism or constructive feedback is about job behaviors and not you as a person.

So, keep an open mind and use criticism to help you to identify areas to improve, perform better next time, and grow.

Glasers' Three-Step Strategy for Conflict Resolution

Conflict management consultants Peter and Susan Glaser recommend a three-step strategy for resolving conflict, and it draws on many of the skills we've looked at above. You can hear the Glasers talking about their model in our exclusive interview with them. [1]

The steps for these conflict resolution skills are:

• Prove that you understand their side.
• Acknowledge that you are part of the problem.
• Try again if the conversation didn't go well.

Let's try a training exercise and apply each step to a fictional conflict resolution scenario.

Conflict Resolution Training Example

Imagine that the heads of two departments are in conflict. Product Manager Sayid changed the price of a product without letting Marketing Manager Gayanne know. As a result, the marketing team sent out an email to customers with incorrect prices. They had to send out a follow-up email apologizing for the error, and make good on the price some customers paid for the product.

1. Prove That You Understand Their Side

Instead of blaming Sayid, Gayanne asks him how he came to make the decision. She uses her questioning and listening skills to get the information she needs and to show that she's truly hearing Sayid's response.

She discovers that Sayid was pressured by a major client to drop the price or risk losing a contract. She empathizes , saying, "Yes, I've had difficulties with that client before, too."

As Susan Glaser says, "Only when you believe that I understand you, will you be willing to try to understand my perspective." [2]

2. Acknowledge That You Are Part of the Problem

If you're in conflict with someone, it's unlikely you're free of all blame. So admit your part in it. This leads to mutual trust, a better understanding of one another, and makes it easier to find a solution.

In our scenario, Gayanne could say to Sayid, "I should have shared our marketing strategy and email send dates with you. I'll do that right away."

3. Try Again if the Conversation Doesn't Go Well

Despite the progress they've made, relations between the two managers remain frosty, so Sayid calls Gayanne the following week. He says, "I was thinking about our conversation, and I'd like to try again because I'm not happy with how it went. I've had time to take your points on board, and I'd like to talk about how we can work together better going forward."

Remember that you get more than one shot at resolving a conflict. Susan Glaser says, "There's a myth that if we have a bad conversation with someone it's over. In fact, 'do overs' are powerful." [3]

Frequently Asked Questions

Why is conflict resolution important in the workplace?

Unresolved conflicts can hinder productivity and damage team dynamics. Effective conflict resolution helps maintain a positive work environment, promotes collaboration, and ensures issues are addressed before they escalate.

What are some common sources of workplace conflicts?

Workplace conflicts can arise from differences in communication styles, conflicting goals, personality clashes, misunderstandings, resource allocation, or competing priorities. Recognizing these sources is crucial for timely intervention.

How can a team manager effectively address conflicts among team members?

A team manager should act as a mediator and facilitator. Begin by listening to both sides, understanding perspectives, and acknowledging emotions. Encourage open dialogue, find common ground, and work together to find a solution that is fair and beneficial for all parties.

What strategies can managers employ to prevent conflicts from escalating?

Managers can implement proactive measures such as fostering a transparent communication culture, setting clear expectations, defining roles and responsibilities, and promoting team-building activities. By addressing potential sources of conflict early on, managers can prevent minor issues from turning into major disputes.

How does effective conflict resolution contribute to team productivity?

Resolving conflicts promptly maintains a harmonious working environment where team members feel valued and understood. This leads to improved morale, increased focus on tasks, and a more efficient workflow, ultimately enhancing overall team productivity.

When is it appropriate to involve higher management in conflict resolution?

Involving higher management should be considered when conflicts cannot be resolved at the team level or when the conflicts involve larger organizational issues. Higher management can provide a neutral perspective and additional resources to facilitate resolution.

Conflict is common in the workplace. The biggest mistake you can make is to do nothing. Unresolved tensions can affect the health and performance of people and organizations.

So, hone these five conflict resolution skills to pre-empt, manage and fix conflicts with your co-workers:

• Raise the issue early.
• Manage your emotions.
• Show empathy.
• Practice active listening.
• Acknowledge criticism.

Then try the Glasers' three-step conflict resolution strategy to resolve issues together:

• Try again if the conversation doesn't go well.

In the process, you may even discover positives such as improved processes, strengthened relationships, and innovation!

[1] [2] [3] Mind Tools interview with Peter A. Glaser, Ph.D. and Susan R. Glaser. Available here .

You've accessed 1 of your 2 free resources.

Get unlimited access

Discover more content

Get to grips with office politics.

Navigating politics at work

Expert Interviews

How to Get People to Do Stuff

Susan Weinschenk

Add comment

Comments (0)

Be the first to comment!

Try Mind Tools for FREE

Get unlimited access to all our career-boosting content and member benefits with our 7-day free trial.

Sign-up to our newsletter

Subscribing to the Mind Tools newsletter will keep you up-to-date with our latest updates and newest resources.

Subscribe now

Business Skills

Personal Development

Leadership and Management

Member Extras

Most Popular

Newest Releases

Team Briefings

Onboarding With STEPS

Mind Tools Store

About Mind Tools Content

Discover something new today

New pain points podcast - perfectionism.

Why Am I Such a Perfectionist?

Pain Points Podcast - Building Trust

Developing and Strengthening Trust at Work

How Emotionally Intelligent Are You?

Boosting Your People Skills

Self-Assessment

What's Your Leadership Style?

Learn About the Strengths and Weaknesses of the Way You Like to Lead

Recommended for you

How to reduce dead time in your team.

Keeping Your People Active and Engaged

Business Operations and Process Management

Strategy Tools

Customer Service

Business Ethics and Values

Handling Information and Data

Project Management

Knowledge Management

Self-Development and Goal Setting

Time Management

Presentation Skills

Learning Skills

Career Skills

Communication Skills

Negotiation, Persuasion and Influence

Working With Others

Difficult Conversations

Creativity Tools

Self-Management

Work-Life Balance

Stress Management and Wellbeing

Coaching and Mentoring

Change Management

Team Management

Managing Conflict

Delegation and Empowerment

Performance Management

Leadership Skills

Developing Your Team

Talent Management

Problem Solving

Decision Making

Member Podcast

14 Conflict Resolution Strategies for the Workplace

One lesson common to humanity is how to negotiate conflict skillfully.

In a keynote speech to graduate students in conflict analysis, international mediator Kenneth Cloke (2011) made a profound statement that has stayed with me to this day: “Conflict is the arrow pointing to what we need to learn the most.”

Interpersonal skills such as conflict resolution extend beyond social circles, affecting the workplace and illuminating lessons yet to be learned.

American businesses lose $359 billion yearly due to unresolved conflict and low productivity (Kauth, 2020). The physical, emotional, psychological, and interpersonal tolls are incalculable.

Can we seek a better understanding of conflict and transform its devastating effects?

Before you continue, we thought you might like to download our three Work & Career Coaching Exercises for free . These detailed, science-based exercises will help you or your clients identify opportunities for professional growth and create a more meaningful career.

This Article Contains:

What is conflict resolution & why is it important, 5 psychological benefits of conflict resolution, 7 examples of conflict resolution skills, how to do conflict resolution: 2 approaches, 6 methods and approaches to apply in the office, 6 strategies and techniques for the workplace, best activities, games, workbooks, and online tools, helpful books for managers and organizations, resources from positivepsychology.com, a take-home message.

Pruitt and Kim (2004, pp. 7–8) describe conflict as “perceived divergence of interest, a belief that the parties’ current aspirations are incompatible.”

Conflict resolution is an agreement reached when all or most of the issues of contention are cleared up (Pruitt & Kim, 2004).

Further, conflict management is a product of successful problem-solving in which the parties have worked out ways to de-escalate conflict and avoid future escalations.

Conflict can be disruptive and, at worst, destructive. Once it erupts, it’s hard to control (Bolton, 1986). Emotions run high during conflict, blocking the path to rational solutions.

Conflict resolution is important because “when people experience conflicts, much of their energy goes into emotions related to those conflicts” (Wilmot & Hocker, 2011, p. 2).

Some emotions commonly associated with conflict include fear, anger, distrust, rejection, defensiveness, hopelessness, resentment, and stress (Wilmot & Hocker, 2011; Bolton, 1986).

Another reason conflict resolution is important is because people involved in heavily contentious conflict are likely to experience “a wide range of psychological and physical health problems including weakened immune system, depression, alcoholism, and eating disorders” (Pruitt & Kim, 2004, pp. 11–12).

Clearly, languishing in this state of emotional upheaval and chaos is harmful emotionally, physically, and psychologically.

Conflict resolution: A theoretical framework

Realistic conflict theory assumes “conflict can always be explained by some tangible (like territory, money, prizes) or intangible (like power, prestige, honor) resource that is desired by both groups and is in short supply” (Pruitt & Kim, 2004, pp. 28–29).

This theory attempts to explain why conflict occurs as humans perpetually strive to acquire perceived needs.

Cortisol released because of ongoing stress soaks the brain’s nerve cells, causing memories to shrink (Leaf, 2008).

This affects the ability to think creatively, a helpful component for resolution.

In addition, the stress response increases blood sugar levels, speeding up our heart rate to pump blood to our arms, legs, and brain in preparation to escape (Leaf, 2008). This physiological fight-or-flight reaction  saps precious energy.

Dealing with emotions first will help reduce emotional arousal and stress. Once the body returns to normal, rational problem-solving skills can resume. Typically, people get into trouble when they address conflict at the peak of emotional arousal.

For this reason, acknowledge that the issue needs to be addressed but wait until emotions subside before engaging in a discussion. This ensures the issue is not ignored. In other words, conflict can be scheduled .

Some psychological benefits of conflict resolution include (Arslan, Hamarta, & Usla, 2010; Sexton & Orchard, 2016; Bolton, 1986):

• Stress reduction
• Improved self-esteem

Improved self-efficacy

• Better relationships

Increased energy

Let’s take a quick look at two of the most common benefits.

Self-efficacy is a person’s belief in their capability to complete a specific task successfully (Lunenburg, 2011). Learning and practicing skills such as effective communication and conflict resolution are essential building blocks for self-efficacy. Successful conflict resolution skills in the workplace increase confidence, promoting the likelihood of future successes (Lunenburg, 2011).

Increased self-efficacy “influences the tasks employees choose to learn and the goals they set for themselves” (Lunenburg, 2011, p. 1). It also influences employees’ efforts and perseverance when taking on and learning new tasks (Lunenburg, 2011).

Sometimes you have to expend energy to gain energy. Conflict robs individuals and organizations of precious energy. Mastering conflict resolution skills takes energy initially but can save energy in the long run through reduced stress and improved relationships and productivity.

17 More Work & Career Coaching Exercises

These 17 Work & Career Coaching Exercises [PDF] contain everything you need to help others find more meaning and satisfaction in their work.

Created by Experts. 100% Science-based.

To reap the benefits of resolving conflict, certain helpful skills must be applied, and there are many conflict resolution skills that are effective for the workplace.

Below are skills believed to be crucial for resolving conflict.

1. Self-awareness

Self-awareness is described by Goleman (1995, p. 43) as “recognizing a feeling as it happens.” Goleman states that people with high self-awareness have moment-to-moment awareness and navigate life adeptly.

2. Self-control

Self-control is the ability to manage unruly impulses and emotions effectively. Because emotions play a central role in conflict, the ability to stay composed despite heightened emotions is essential to constructive resolution.

3. Assertive communication

Bolton (1986) describes assertive communication as a dynamic communication style in which the speaker maintains self-respect, expresses personal needs, and defends their own rights without abusing or dominating others.

While an aggressive communication style may shut down a conversation, assertiveness encourages dialogue. This skill takes practice and courage. Bolton (1986) asserts that less than 5% of the population communicates assertively.

4. Collaboration

According to Folger, Poole, and Stutman (2009), the goal of collaboration is to consider all the important needs of the primary parties and develop a solution that meets these needs.

5. Problem-solving

Problem-solving in relation to conflict resolution is a strategy that pursues alternative solutions that satisfy the needs and goals of the parties involved (Pruitt & Kim, 2004).

According to Sorensen (2017), empathy is the ability to share and understand the emotions and feelings of others. Our understanding of another person’s perspective can increase the likelihood of emotional connection and collaboration.

7. Listening

Active listening is one of the most underrated and underutilized conflict resolution skills. Listening during conflict achieves key goals, primarily putting an end to cyclical arguing and opening the door to empathy and understanding.

The conflict resolution method

This simple, three-step formula for conflict resolution works well for conflicts involving values and intense emotions.

Step 1: Engage with the other respectfully

Respect is an attitude shown through specific behaviors, such as how you look at the other person, how you listen, your tone of voice, and word choices.

Step 2: Listen fully until you experience their side

The goal of listening in this manner is to understand the content of the other person’s ideas or contributions, what it means for them, and their feelings about it.

Step 3: Verbalize your feelings, views, and needs

Assertive communication works well in this stage. Some caveats accompany this stage of conflict resolution:

• This step is not always necessary.
• Make your statement brief.
• Avoid loaded words.
• Be truthful and concise.
• Disclose your feelings.

Collaborative problem-solving

Bolton (1986) provides a six-step outline for collaboration when the issue is more about needs than emotions.

• Define the primary needs surrounding the conflict.
• Brainstorm possible solutions.
• Choose solutions that meet the needs of both parties.
• Create an agenda delineating who will assume each task.
• Implement the plan.
• Evaluate the solutions and reevaluate if needed.

The conflict resolution method and collaborative problem-solving are generalized approaches to conflict resolution when two or more parties are willing to work together on an issue.

Lipsky, Seeber, and Fincher (2003) provide approaches to work through issues that erupt in work settings.

1. The open door policy

This generalized philosophy is intended to show that management supports open dialogue and encourages staff to discuss differences that arise in the workplace. It is considered an initial step toward conflict resolution.

2. Ombudspersons

These are neutral or impartial managers who provide informal and confidential assistance to staff and management in order to resolve work-related disputes. Ombudspersons may wear a variety of hats, including mediator, fact-finder, consultant, and change agent.

3. Internal peer mediation

Some organizations call on designated employees as mediators to help resolve conflict. This method often addresses issues of a non-statutory nature, such as unfairness.

The success of this method rests on the careful selection of peer mediators based on their exemplary communication skills and abilities.

4. Professional mediators

Professional mediators are not connected with the organization in any way and function as independent, impartial, third parties who assist the primary parties through a formal mediation process.

Mediation is a viable option for creating structure to conflict resolution in an unbiased manner.

5. Peer review and employee appeals

This process is sometimes used by manufacturing organizations in an effort to avoid a union process. The underlying belief is that if at all possible, employee disputes should be resolved internally.

6. Executive panels

This method provides an opportunity for employees to present their claims to a panel of the organization’s senior executives, assuming they will be objective and sympathetic.

Using tools such as questionnaires, activities, and assessments can help employees work through conflict by adding insight and skills to the equation. Let’s look at some such tools.

2 Tools for groups

Often, people haven’t been taught the skills to discuss issues calmly and productively. The following worksheets can be used to provide structure to conflict.

Reviewing these worksheets before conflict erupts is a great opportunity to open a conversation and agree upon a conflict resolution process before matters spiral out of control.

The Remaining Calm During Conflict – I worksheet helps clients walk through conflict, providing tips on how to perceive conflict and deal with emotional reactions.

The Remaining Calm During Conflict – II worksheet encourages clients to journal about times when they did and did not remain calm during a workplace conflict.

2 Effective questionnaires

This self-assessment provided by CINERGY™ can be used to broaden the scope of awareness of ourselves and others, particularly during conflict. The assessment measures an individual’s current level of conflict intelligence.

This Conflict Management Styles Assessment , made available by the Blake Group, allows clients to uncover their primary conflict style and includes a description of the five conflict management styles.

A look at meditation for conflict resolution

This video provides an insightful awareness of our own habitual patterns and how these manifest in us and others during conflict.

Here is another recommended video that helps visualize how to prepare for conflict and build boundaries with others in a calm manner.

The Two Dollar Game

The Two Dollar Game was developed to help employees learn basic conflict styles and the art of negotiation in a fun, thoughtful way.

Conflict Description Template

This conflict management template created by the University of Iowa is intended to deal with conflict in a university setting but can easily apply to other teams or departments and used as an intuitive conflict mapping guide.

Coping With Stress in the Workplace Workbook by Ester Leutenberg and John Liptak

This workbook by Leutenberg and Liptak contains activities, assessments, journaling prompts, and educational handouts that can be photocopied and used to address conflict in the workplace.

Chapters contain resources about how to deal with workplace stress , different personalities, work habits, and relationships.

Online tools and resources for conflict resolution

The website Online Master of Legal Studies includes a wealth of Free Tools and Resources for Conflict Resolution . Some resources have been incorporated into this blog.

The wide variety of resources include a Cost of Conflict Calculator and tools to enhance cross-cultural communication.

Role-play activity

In this Assertive Message Role-Play , participants are presented with various workplace scenarios and encouraged to formulate assertive messages to initiate a discussion about the problem at hand.

1. People Skills: How to Assert Yourself, Listen to Others, and Resolve Conflicts – Robert Bolton

Some books are classics.

This one has been used for years to help guide individuals through the communication and conflict resolution process.

It’s a great resource for anyone interested in building robust interpersonal skills.

Find the book on Amazon .

2. The Big Book of Conflict Resolution Games: Quick, Effective Activities to Improve Communication, Trust and Collaboration – Mary Scannell

This is a useful resource for incorporating activities and games to help employees listen to each other, engage productively, and create a culture of respect.

Topics include conflict, communication, diversity, trust, perspectives, emotional intelligence, and collaboration.

3. Emerging Systems for Managing Workplace Conflict – David Lipsky, Ronald Seeber, and Richard Fincher

The authors walk readers through the emergence of conflict in the workplace by creating dispute resolution systems for integration in a corporate setting.

This is a helpful resource for managers and corporate leaders interested in reducing the corporate costs of conflict.

4. Crucial Conversations: Tools for Talking When Stakes Are High – Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler

Crucial Conversations is a New York Times bestseller that provides tools to traverse difficult and important conversations.

Ideas discussed in this book can help transform your career, organization, and community.

Readers learn how to listen and speak in ways that create safety and inclusion.

• Assertive Communication This worksheet helps clients learn the difference between passive, aggressive, and assertive communication. Assertive communication is essential for expressing our needs and opinions, and defending our rights in a direct and respectful manner.
• Active Listening Reflection Worksheet Use this worksheet to help clients sharpen listening skills essential for conflict resolution.

The worksheet reviews eight essential skills for active listening and includes a reflection exercise to evaluate which skills we use effectively and which can be strengthened.

• Blindfold Guiding Exercise This exercise can be used as an icebreaker or as part of a  team-building exercise when members are struggling with trust issues.

Trust is a crucial element of team stability and is essential when conflict erupts. In this exercise, one person leads a blindfolded partner using simple statements. As trust builds, the duo can be instructed to speed up, slow down, or attempt to lead with silence.

• Generating Alternative Solutions and Better Decision-Making This worksheet provides a map to work through problem-solving by considering three solutions to a specific issue accompanied by a discussion on the efficacy, do-ability, and effectiveness of the identified solution.
• 17 Positive Communication Exercises If you’re looking for more science-based ways to help others communicate better, check out this collection of 17 validated positive communication tools for practitioners . Use them to help others improve their communication skills and form deeper and more positive relationships.

Conflict divides. The effects of poorly handled conflict range from disruptive to destructive. It robs individuals and organizations of precious resources, such as energy, productivity, peace, and harmony.

Regardless of our station in life, we all still have lessons to learn.

Will we ever be free of conflict? Perhaps we can look at it another way. As we gain skills and experience successes resolving conflict, we can anticipate the next conflict and the next lesson, mindful of the potential wisdom and strengths we’ll gain in the process.

Are you facing an unresolved conflict at work or in your personal life? Try not to be discouraged; instead, think of it as your next life lesson waiting to be discovered.

We hope you enjoyed reading this article. Don’t forget to download our three Work & Career Coaching Exercises for free .

• Arslan, C., Hamarta, E., & Usla, M. (2010). The relationship between conflict communication, self-esteem and life satisfaction in university students.  Educational Research and Reviews ,  5 (1), 31–34.
• Bolton, R. (1986). People skills: How to assert yourself, listen to others, and resolve conflict . Touchstone.
• Cloke, K. (2011). Untitled [Keynote Speaker]. In 24th Residential Institute – Winter 2011 . Nova Southeastern University.
• Folger, J. P., Poole, M. S., & Stutman, R. K. (2009). Working through conflict: Strategies for relationships, groups, and organizations . Pearson Education.
• Goleman, D. (1995). Emotional intelligence: Why it can matter more than IQ . Bantam Books.
• Kauth, K. (2020, January). Cost of workplace conflict . Mediate.com. Retrieved November 27, 2021, from https://www.mediate.com/articles/kauth-cost-workplace.cfm
• Leaf, C. (2008). Who switched off my brain? Controlling toxic thoughts and emotions . Thomas Nelson.
• Leutenberg, E. R. A., & Liptak, J. J. (2014).  Coping with stress in the workplace workbook.  Whole Person Associates.
• Lipsky, D. B., Seeber, R. L., & Fincher, R. D. (2003). Emerging systems for managing workplace conflict . Jossey-Bass.
• Lunenburg, F. C. (2011). Self-efficacy in the workplace: Implications for motivation and performance. International Journal of Management, Business, and Administration , 14 (1), 1–6.
• Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2011).  Crucial conversations: Tools for talking when stakes are high  (2nd ed.). McGraw Hill.
• Pruitt, D. G., & Kim, S. H. (2004). Social conflict: Escalation, stalemate, and settlement (3rd ed.). McGraw Hill.
• Scannell, M. (2010).  The big book of conflict resolution games: Quick, effective activities to improve communication, trust and collaboration.  McGraw Hill.
• Sexton, M., & Orchard, C. (2016). Understanding healthcare professionals’ self-efficacy to resolve interprofessional conflict. Journal of Interprofessional Care , 30 (3), 316–323.
• Sorensen, M. S. (2017). I hear you: The surprisingly simple skill behind extraordinary relationships . Autumn Creek Press.
• Wilmot, W., & Hocker, J. (2011). Interpersonal conflict (8th ed.). McGraw Hill.

Share this article:

Article feedback

What our readers think.

This is probably the most complete, and beneficial articles I have read about conflict resolution in a long while. Dr. Wilson has seamlessly woven all the important pieces of information, tools, and further readings for us. What a joy to read!

The post is helpful for many working people as scaling down such nasty situations is the best course of action. There are many interesting aspects about human coalitional psychology in Albuquerque, NM, that many are unaware of and are something you need to know.

Let us know your thoughts Cancel reply

Your email address will not be published.

Save my name, email, and website in this browser for the next time I comment.

Related articles

Company Culture: How to Create a Flourishing Workplace

Company culture has become a buzzword, particularly in the post-COVID era, with more organizations recognizing the critical importance of a healthy workplace. During the Great [...]

Integrity in the Workplace (What It Is & Why It’s Important)

Integrity in the workplace matters. In fact, integrity is often viewed as one of the most important and highly sought-after characteristics of both employees and [...]

Neurodiversity in the Workplace: A Strengths-Based Approach

Promoting diversity, equity, and inclusion (DEI) in the workplace is a priority for ethical employers who want to optimize productivity and leverage the full potential [...]

Read other articles by their category

• Body & Brain (49)
• Coaching & Application (57)
• Compassion (26)
• Counseling (51)
• Emotional Intelligence (24)
• Gratitude (18)
• Grief & Bereavement (21)
• Happiness & SWB (40)
• Meaning & Values (26)
• Meditation (20)
• Mindfulness (45)
• Motivation & Goals (45)
• Optimism & Mindset (34)
• Positive CBT (28)
• Positive Communication (20)
• Positive Education (47)
• Positive Emotions (32)
• Positive Leadership (18)
• Positive Parenting (4)
• Positive Psychology (33)
• Positive Workplace (37)
• Productivity (16)
• Relationships (46)
• Resilience & Coping (36)
• Self Awareness (21)
• Self Esteem (38)
• Strengths & Virtues (32)
• Stress & Burnout Prevention (34)
• Theory & Books (46)
• Therapy Exercises (37)
• Types of Therapy (64)

Download 3 Free Work & Career Tools Pack (PDF)

By filling out your name and email address below.

• Email Address *
• Your Expertise * Your expertise Therapy Coaching Education Counseling Business Healthcare Other
• Phone This field is for validation purposes and should be left unchanged.

Download 3 Work & Career Exercises Pack (PDF)

You are using an outdated browser. Please upgrade your browser to improve your experience.

Health & Nursing

Courses and certificates.

• Bachelor's Degrees
• View all Business Bachelor's Degrees
• Business Management – B.S. Business Administration
• Healthcare Administration – B.S.
• Human Resource Management – B.S. Business Administration
• Information Technology Management – B.S. Business Administration
• Marketing – B.S. Business Administration
• Accounting – B.S. Business Administration
• Finance – B.S.
• Supply Chain and Operations Management – B.S.
• Accelerated Information Technology Bachelor's and Master's Degree (from the School of Technology)
• Health Information Management – B.S. (from the Leavitt School of Health)

Master's Degrees

• View all Business Master's Degrees
• Master of Business Administration (MBA)
• MBA Information Technology Management
• MBA Healthcare Management
• Management and Leadership – M.S.
• Accounting – M.S.
• Marketing – M.S.
• Human Resource Management – M.S.
• Master of Healthcare Administration (from the Leavitt School of Health)
• Data Analytics – M.S. (from the School of Technology)
• Information Technology Management – M.S. (from the School of Technology)
• Education Technology and Instructional Design – M.Ed. (from the School of Education)

Certificates

• View all Business Degrees

Bachelor's Preparing For Licensure

• View all Education Bachelor's Degrees
• Elementary Education – B.A.
• Special Education and Elementary Education (Dual Licensure) – B.A.
• Special Education (Mild-to-Moderate) – B.A.
• Mathematics Education (Middle Grades) – B.S.
• Mathematics Education (Secondary)– B.S.
• Science Education (Middle Grades) – B.S.
• Science Education (Secondary Chemistry) – B.S.
• Science Education (Secondary Physics) – B.S.
• Science Education (Secondary Biological Sciences) – B.S.
• Science Education (Secondary Earth Science)– B.S.
• View all Education Degrees

Bachelor of Arts in Education Degrees

• Educational Studies – B.A.

Master of Science in Education Degrees

• View all Education Master's Degrees
• Curriculum and Instruction – M.S.
• Educational Leadership – M.S.
• Education Technology and Instructional Design – M.Ed.

Master's Preparing for Licensure

• Teaching, Elementary Education – M.A.
• Teaching, English Education (Secondary) – M.A.
• Teaching, Mathematics Education (Middle Grades) – M.A.
• Teaching, Mathematics Education (Secondary) – M.A.
• Teaching, Science Education (Secondary) – M.A.
• Teaching, Special Education (K-12) – M.A.

Licensure Information

• State Teaching Licensure Information

Master's Degrees for Teachers

• Mathematics Education (K-6) – M.A.
• Mathematics Education (Middle Grade) – M.A.
• Mathematics Education (Secondary) – M.A.
• English Language Learning (PreK-12) – M.A.
• Endorsement Preparation Program, English Language Learning (PreK-12)
• Science Education (Middle Grades) – M.A.
• Science Education (Secondary Chemistry) – M.A.
• Science Education (Secondary Physics) – M.A.
• Science Education (Secondary Biological Sciences) – M.A.
• Science Education (Secondary Earth Science)– M.A.
• View all Technology Bachelor's Degrees
• Cloud Computing – B.S.
• Computer Science – B.S.
• Cybersecurity and Information Assurance – B.S.
• Data Analytics – B.S.
• Information Technology – B.S.
• Network Engineering and Security – B.S.
• Software Engineering – B.S.
• Accelerated Information Technology Bachelor's and Master's Degree
• Information Technology Management – B.S. Business Administration (from the School of Business)
• View all Technology Master's Degrees
• Cybersecurity and Information Assurance – M.S.
• Data Analytics – M.S.
• Information Technology Management – M.S.
• MBA Information Technology Management (from the School of Business)
• Full Stack Engineering
• Web Application Deployment and Support
• Front End Web Development
• Back End Web Development

3rd Party Certifications

• IT Certifications Included in WGU Degrees
• View all Technology Degrees
• View all Health & Nursing Bachelor's Degrees
• Nursing (RN-to-BSN online) – B.S.
• Nursing (Prelicensure) – B.S. (Available in select states)
• Health Information Management – B.S.
• Health and Human Services – B.S.
• Psychology – B.S.
• Health Science – B.S.
• Healthcare Administration – B.S. (from the School of Business)
• View all Nursing Post-Master's Certificates
• Nursing Education—Post-Master's Certificate
• Nursing Leadership and Management—Post-Master's Certificate
• Family Nurse Practitioner—Post-Master's Certificate
• Psychiatric Mental Health Nurse Practitioner —Post-Master's Certificate
• View all Health & Nursing Degrees
• View all Nursing & Health Master's Degrees
• Nursing – Education (BSN-to-MSN Program) – M.S.
• Nursing – Leadership and Management (BSN-to-MSN Program) – M.S.
• Nursing – Nursing Informatics (BSN-to-MSN Program) – M.S.
• Nursing – Family Nurse Practitioner (BSN-to-MSN Program) – M.S. (Available in select states)
• Nursing – Psychiatric Mental Health Nurse Practitioner (BSN-to-MSN Program) – M.S. (Available in select states)
• Nursing – Education (RN-to-MSN Program) – M.S.
• Nursing – Leadership and Management (RN-to-MSN Program) – M.S.
• Nursing – Nursing Informatics (RN-to-MSN Program) – M.S.
• Master of Healthcare Administration
• MBA Healthcare Management (from the School of Business)
• Business Leadership (with the School of Business)
• Supply Chain (with the School of Business)
• Back End Web Development (with the School of Technology)
• Front End Web Development (with the School of Technology)
• Web Application Deployment and Support (with the School of Technology)
• Full Stack Engineering (with the School of Technology)
• Single Courses
• Course Bundles

Apply for Admission

Admission requirements.

• New Students
• WGU Returning Graduates
• WGU Readmission
• Enrollment Checklist
• Accessibility
• Accommodation Request
• School of Education Admission Requirements
• School of Business Admission Requirements
• School of Technology Admission Requirements
• Leavitt School of Health Admission Requirements

Additional Requirements

• Computer Requirements
• No Standardized Testing
• Clinical and Student Teaching Information

Transferring

• FAQs about Transferring
• Transfer to WGU
• Transferrable Certifications
• Request WGU Transcripts
• International Transfer Credit
• Tuition and Fees
• Financial Aid
• Scholarships

Other Ways to Pay for School

• Tuition—School of Business
• Tuition—School of Education
• Tuition—School of Technology
• Tuition—Leavitt School of Health
• Your Financial Obligations
• Tuition Comparison
• Applying for Financial Aid
• State Grants
• Consumer Information Guide
• Responsible Borrowing Initiative
• Higher Education Relief Fund

FAFSA Support

• Net Price Calculator
• FAFSA Simplification
• See All Scholarships
• Military Scholarships
• State Scholarships
• Scholarship FAQs

Payment Options

• Payment Plans
• Corporate Reimbursement
• Current Student Hardship Assistance
• Military Tuition Assistance

WGU Experience

• How You'll Learn
• Scheduling/Assessments
• Accreditation
• Student Support/Faculty
• Military Students
• Part-Time Options
• Virtual Military Education Resource Center
• Student Outcomes
• Return on Investment
• Students and Gradutes
• Career Growth
• Student Resources
• Communities
• Testimonials
• Career Guides
• Skills Guides
• Online Degrees
• All Degrees
• Explore Your Options

Admissions & Transfers

• Admissions Overview

Tuition & Financial Aid

Student Success

• Prospective Students
• Current Students
• Military and Veterans
• Commencement
• Careers at WGU
• Advancement & Giving
• Partnering with WGU

8 Ways to Resolve Employee Conflict at Work

• Career Development
• See More Tags

When left unchecked, workplace conflict is costly—to the tune of $359 billion , according to one study. Employee disputes have the potential to interrupt operations, decrease productivity, and damage employee morale—all of which affect an organization's bottom line.

Business leadership and human resource management play key roles in making sure this doesn’t happen. These supervisors are the ones in charge of implementing and enforcing a company’s conflict resolution strategies, as well as mediating workplace disputes when necessary.

If you aspire to be a leader in your organization or are already in the process of becoming one , putting out the fires and avoiding conflict between feuding employees will likely fall to you. In fact, a study by the American Management Association (AMA) found that managers spend 24% of their time resolving conflict. It’s no easy task, but with the right tools and education , you’ll be able to handle it head on.

Follow this guide for eight tips to help you manage employee conflict at work.

1. Create an Open Door Policy

To catch conflict early, managers should create an environment of open communication so employees feel comfortable coming to leadership with their concerns. One way you can facilitate this is by implementing an open-door policy. This policy should encourage employees to come to management about any matter of importance without fear of repercussion. It involves active listening, asking questions, and utilizing teamwork. With this in place, employees will be more likely to reach out when there’s an issue, which can help to prevent conflicts or keep them from escalating further.

2. Determine the Severity of the Situation

When resolving workplace conflict, it’s important to understand the nature and root cause of the conflict. Is it a matter of miscommunication, misinterpreted details, mismatched personalities, or competition among employees? Or is it something more serious like harassment or discrimination? If it’s the latter, that’s an Equal Employment Opportunity Commission (EEOC) issue, and your company should already have policies and procedures in place to address it. If not, that should be an immediate priority.

Workplace conflict can happen for any number of reasons, and honestly conflict is inevitable. It’s important to get to the root of the issue and determine the level of severity so you can decide how best to address it and prevent it from becoming an ongoing problem.

3. Encourage Employees to Work Out Issues On Their Own

It can be tempting to step in whenever there’s office drama to resolve conflict, but there will be instances when it’s best to let employees work out conflicts on their own. After all, the last thing you want is to feel like you’re micromanaging every office squabble. Letting them work together to resolve conflict can help everyone involved.

When you see employees engaging in things like friendly disagreements or light political banter, remember to observe and assess. If the disagreements don’t escalate, these situations can be opportunities for employees to find common ground or engage in constructive conversations. Sometimes stepping in too early can cause the situation to escalate because employees may have considered it a nonissue. However, if you think the conflict might escalate or rise to the level of making anyone uncomfortable, it’s time to take action.

4. Take Action When Necessary

As mentioned, some workplace conflict can (and should) be solved between the employees involved. Disputes are bound to happen, but it’s your job to observe and decide whether you should take action.

So how do you know when it’s time to step in?

Here are some situations when action is necessary:

• If friendly banter escalates to bullying
• When language becomes explicit, threatening, or aggressive
• If there are allegations of discrimination or harassment
• When conflict disrupts team productivity or threatens team morale
• If a teasing conversation becomes insulting or disrespectful

Of course, you should always look into any staff complaints that are brought to your attention. Make sure your employees feel seen and heard, no matter the severity of the situation.

5. Listen to All Parties Involved

It’s important to let everyone involved in the conflict present their side of the story without interruption. Your role is to actively listen, remain neutral, and focus on each person’s account. The goal here is for employees to truly listen to one another so they’ll have a deeper understanding of where the opposing side is coming from. Oftentimes, employees will be more inclined to come to a peaceful resolution once they feel acknowledged and heard. You can keep other employees updated on situations when you work to listen carefully as you resolve conflict.

6. Document the Incident

When you’re dealing with workplace conflict, you want to make sure you keep track of all conversations, disciplinary meetings, etc. Be sure to include the facts from any employee-related incident, as well as the resolution each party agreed to. This will help you monitor behavior over time and identify employees who could be toxic to your work environment. It’s also important to record incidents in case any employee should try to take you to court.

7. Get Insight from your Employee Handbook

Although it might seem like common sense, your employee handbook should be the first point of reference when dealing with office conflict. This handbook should serve as a guide to help you navigate disputes and what disciplinary steps to take, if needed. The policies within your handbook need to set clear standards as to what qualifies as unacceptable workplace behavior. They should leave little room for interpretation to ensure there’s zero confusion as to what’s expected.

As a leader in your organization, it’s critical that your employees are aware of company policies and understand that they’re accountable for their actions and held to the same standards as everyone on the team, regardless of their title or position. Employees should be well aware that if guidelines aren’t met, disciplinary action will be taken.

8. Create a Comprehensive Solution

As a leader, your role in solving workplace conflict is to help employees clarify their needs and guide them to a fair solution that both sides will accept. When disputes arise, be sure to address them right away; however, don’t rush when it comes to working out a resolution.

When conflict arises in the workplace, consider following these steps:

• Understand the conflict. Encourage an open discussion between employees involved in the dispute. Have both parties state their interests and what they care about.
• Find common ground. Oftentimes, once employees have hashed out their issues, they realize they’re actually working toward the same goal—they just have differing opinions on how to reach it. Once you’ve helped them identify the common objective, it’s much easier to work toward a solution.
• Brainstorm solutions. Gather multiple ideas for resolving the conflict and talk over all potential options in a positive way. Remember, no idea is a bad idea. Discuss the pros and cons of each solution—while looking for win-win scenarios where both parties can agree.
• Agree on a plan of action. After you’ve outlined possible solutions, give the employees a chance to come to an agreement on the best way to move forward. If they can’t do this, guide them toward an option that they both can commit to.
• Follow up. After coming to a resolution, it may be helpful to follow up with the employees involved after a few days or weeks to make sure there are no additional issues. If adjustments or changes need to be made, they should be implemented quickly.

When to Include Outside Help

While it’s best that workplace disputes stay between management and the employees involved, there are certain situations (i.e., conflict between an employee and management) when human resources should step in. Here are some scenarios that should involve human resources:

• Staff are threatening to quit over the conflict.
• Conflicts are affecting employee morale.
• Disagreements are getting personal or disrespectful.
• Disputes are interrupting the flow of work or threatening the company’s success.

Outside help must also be considered when potential legal issues are involved. Some situations when help from a mediator, arbitrator, or attorney might be necessary include:

• Allegations of harassment or discrimination
• Conflicts become abusive or threatening
• If HR doesn’t have the resources to assist with conflict resolution
• When the dispute becomes a repeated pattern
• If multiple employees are involved the environment becomes toxic

Dealing with conflict resolution at work is one of the most challenging responsibilities that comes with being a manager or human resources professional. By taking the right measures to resolve disputes, you’ll play an important role in steering your company toward lasting success.

Ready to Start Your Journey?

HEALTH & NURSING

Recommended Articles

Take a look at other articles from WGU. Our articles feature information on a wide variety of subjects, written with the help of subject matter experts and researchers who are well-versed in their industries. This allows us to provide articles with interesting, relevant, and accurate information. 

{{item.date}}

{{item.preTitleTag}}

{{item.title}}

The university, for students.

• Student Portal
• Alumni Services

Most Visited Links

• Business Programs
• Student Experience
• Diversity, Equity, and Inclusion
• Student Communities

Conflict Resolution In The Workplace: What Causes It And How To Resolve It

Discover expert strategies for resolving workplace conflicts, such as open communication, collaborative problem-solving, and fostering a positive environment.

Navigating interpersonal dynamics and conflict has become an essential skill for employees and managers alike in the modern workplace. As teams become more diverse and projects more complex, the ability to effectively resolve disagreements has never been more critical.

According to research , a staggering 85% of employees experience conflict in the workplace. This statistic not only underscores the ubiquity of workplace disputes but also highlights the crucial need for effective resolution strategies. 

These conflicts, if left unaddressed, can spiral into larger issues, impacting productivity, morale, and the overall work environment.

From minor disagreements to more significant disputes, the ability to constructively resolve conflicts stands as a cornerstone of a healthy work culture.

In light of this, we delve into the causes of workplace disagreements and uncover 9 strategies aimed at fostering understanding, cooperation, and positive outcomes. This guide seeks to empower individuals at all levels of an organization to address conflicts with confidence, empathy, and efficiency. 

Embarking on this journey promises not just a reduction in workplace tensions but also a pathway to building stronger, more resilient teams. Join us as we explore practical, actionable strategies that can transform challenges into opportunities for growth and collaboration.

What Are The Main Causes Of Conflict In The Workplace?

Conflicts in the workplace arise from a variety of sources, each contributing to tension and disagreement among team members. Understanding these causes is the first step towards developing effective strategies for resolution. The complexities of workplace dynamics, combined with individual differences, often set the stage for conflicts, impacting team cohesion and productivity.

• Communication barriers: Misunderstandings or lack of clear communication can lead to misinterpretation of information and intentions.
• Personality clashes: Differences in personalities and work styles can result in friction between colleagues.
• Competition for resources: Limited resources, including time, space, and materials, can lead to competition and conflict.
• Differing values and beliefs: Employees with different backgrounds or personal values may find it challenging to agree on certain issues.
• Unclear job roles: Overlapping responsibilities and unclear job definitions can lead to confusion and disputes over territory.
• Performance issues: When team members perceive that others are not contributing equally, resentment and conflict can arise.
• Stress and pressure: High-pressure environments can exacerbate personal tensions and lead to conflicts.

Each of these causes requires a tailored approach to conflict resolution. By identifying the underlying issues, organizations can implement specific strategies designed to address and mitigate these common sources of workplace conflict. Creating an environment that promotes open dialogue, mutual respect, and a shared goal of resolution is essential for maintaining a productive and harmonious workplace.

9 Strategies To Resolve Conflict In The Workplace

Recognizing that conflict is a natural part of any professional environment, the focus here is on constructive resolution techniques that not only address immediate issues but also lay the groundwork for a more collaborative and understanding workplace culture. From communication enhancements to mediation, each strategy is aimed at transforming conflict into a positive force for team development and organizational growth.

1. Open Communication Channels

Establishing open lines of communication is paramount in resolving workplace conflicts. Encourage team members to express their thoughts and feelings openly, yet respectfully, in a designated safe space. This approach allows for the airing of grievances without fear of retaliation or judgment, fostering a culture of transparency and trust. Regularly scheduled meetings where employees can discuss issues or concerns can also prevent misunderstandings from escalating into larger conflicts.

Further, training in active listening skills for all employees can enhance the effectiveness of communication. Active listening involves fully concentrating, understanding, responding, and then remembering what is being said. This skill ensures that all parties feel heard and understood, significantly reducing the likelihood of misinterpretations that could lead to conflict. Additionally, the use of “I” statements helps in expressing personal feelings without blaming or offending others, facilitating more constructive conversations.

2. Conflict Resolution Training

Investing in conflict resolution training for managers and employees can equip them with the necessary tools to handle disputes effectively. Such training typically covers a range of topics, including negotiation techniques, problem-solving skills, and how to maintain neutrality in heated situations. By providing employees with these resources, organizations empower their workforce to address conflicts proactively, reducing the need for higher-level intervention.

Conflict resolution training also emphasizes the importance of empathy and understanding diverse perspectives. This understanding can transform potential conflicts into opportunities for growth and innovation . As team members learn to appreciate different viewpoints, they can collaborate more effectively, leveraging their diverse strengths to achieve common goals. This not only resolves conflicts but also enriches the team’s overall dynamic.

3. Leverage Neutral Mediators

Introducing a neutral third party as a mediator can significantly improve the outcome of conflict resolution efforts. A mediator who does not have a stake in the conflict can provide an unbiased perspective, facilitating discussions that focus on finding a mutually acceptable solution rather than determining who is right or wrong. This can be particularly effective in situations where the parties involved have reached a stalemate or when emotions run too high for a direct conversation to be productive.

Mediators are skilled in navigating difficult conversations, ensuring that all parties are heard and understood. They can guide the discussion in a way that reveals underlying issues, often helping to uncover solutions that might not have been apparent to those directly involved in the conflict. By fostering an environment of understanding and respect, mediators can help transform contentious situations into opportunities for growth and reconciliation.

4. Implement Collaborative Problem-Solving

Collaborative problem-solving involves bringing conflicting parties together to find a shared solution to a mutual problem. This strategy shifts the focus from individual grievances to collective goals, encouraging teamwork and cooperation. It requires each party to understand the other’s perspective and work together towards a resolution that satisfies everyone involved. This approach not only resolves the immediate conflict but also strengthens the relationship between the parties by building trust and understanding.

Key to this strategy is the belief that conflicts can be resolved in ways that benefit all parties. By involving team members in the solution process, they become invested in the outcome, increasing the likelihood of a lasting resolution. Collaborative problem-solving also encourages creative thinking , as individuals from different backgrounds and with different viewpoints contribute to a pool of solutions, often leading to innovative and effective resolutions.

5. Foster A Positive Work Environment

Creating a work environment that values respect, diversity, and inclusion can significantly reduce the occurrence of conflicts. When employees feel valued and understood, they are more likely to express concerns openly before they escalate into conflicts. This involves more than just establishing policies; it requires active efforts to build a culture where differences are celebrated, and every individual feels they belong and can contribute to their fullest potential.

Activities that promote team bonding and understanding, such as team-building exercises, shared goals, and celebrations of achievements, contribute to a positive atmosphere. Encouraging a culture of appreciation and recognition also plays a crucial role. When team members feel appreciated and respected by their peers and leaders, it creates a supportive environment that naturally minimizes conflicts and promotes harmony and productivity.

6. Promote Transparency And Accountability

Transparency in communication and actions fosters an environment of trust, which is essential for resolving and preventing conflicts. When leaders and team members openly share information, decisions, and processes, it eliminates speculation and misunderstanding that can lead to conflicts. Promoting transparency involves regular updates about company developments, clear explanations of decisions, and open forums for questions and feedback . This openness should be coupled with accountability, where individuals are encouraged to take responsibility for their actions and their contributions to conflicts, facilitating a culture of mutual respect and understanding.

Accountability also means addressing conflicts directly and constructively, without assigning blame. When individuals understand the impact of their actions on others and the team’s dynamics, they are more likely to engage in self-reflection and behavior modification. Establishing clear guidelines for behavior and communication, and consistently applying these standards, helps maintain a culture where conflicts are less likely to arise and are more easily resolved when they do.

7. Utilize Conflict Resolution Frameworks

Adopting structured conflict resolution frameworks can provide a clear path for addressing disagreements and disputes. These frameworks, such as the Thomas-Kilmann Conflict Mode Instrument (TKI) or the Interest-Based Relational (IBR) approach, offer strategies based on the nature of the conflict and the desired outcome. By understanding and applying these models, individuals can approach conflicts with a toolkit of strategies, selecting the most appropriate one based on the situation. This structured approach demystifies the resolution process, making it more accessible and less daunting for all involved.

Frameworks encourage a systematic exploration of the interests underlying the positions taken by each party, promoting solutions that satisfy the core needs of all involved. They also emphasize the importance of maintaining relationships and separating the problem from the people. By focusing on interests rather than positions, these frameworks help prevent the escalation of conflict and guide parties towards cooperative solutions that foster long-term harmony and understanding.

8. Encourage Reflective Listening

Reflective listening is a communication strategy where listeners repeat back what they’ve heard to the speaker, to confirm understanding and demonstrate empathy. This technique is powerful in resolving conflicts as it ensures that all parties feel heard and understood, a fundamental need in any dispute. By practicing reflective listening , individuals can avoid misunderstandings that often escalate conflicts. It encourages a thoughtful response rather than an immediate reaction, allowing for a more measured and considerate exchange of ideas and feelings.

This strategy not only aids in conflict resolution but also promotes deeper connections between team members, as it demonstrates respect and care for the speaker’s perspective. Reflective listening can transform potentially volatile situations into opportunities for open dialogue, mutual understanding, and strengthened relationships. Training teams in this technique can significantly improve communication skills across the board, making it an invaluable tool for any organization aiming to reduce conflict.

9. Set Clear Expectations And Boundaries

Clear expectations and boundaries are crucial for preventing conflicts in the workplace. When team members understand what is expected of them and the limits of their responsibilities, it reduces the chances of overstepping boundaries that could lead to disputes. Establishing these guidelines requires transparent communication and regular reinforcement from leadership. It also involves collaboration with team members to ensure that expectations are realistic and aligned with the organization’s goals and values.

Boundaries also extend to interpersonal behaviors and conflict management styles. Setting clear guidelines on acceptable behavior and how conflicts should be addressed promotes a respectful and professional work environment. This clarity helps prevent conflicts from arising by providing a common framework within which all team members operate. When everyone is on the same page about what is expected and how to conduct themselves, it fosters a more harmonious and productive workplace.

How Can Managers Prevent Conflicts In Their Teams?

Preventing conflicts requires proactive management strategies that foster a positive work culture . This includes clear communication of roles and expectations, providing regular feedback, and creating an inclusive environment that values diversity and open dialogue. Training sessions on conflict resolution and team-building activities can also strengthen interpersonal relationships and understanding among team members.

Additionally, encouraging a culture of transparency and trust, where employees feel comfortable voicing concerns before they escalate into conflicts, is key. Managers should strive to be accessible and approachable, acting as role models in demonstrating constructive conflict management behaviors. Through these practices, conflicts can often be minimized or prevented altogether.

Dos And Don’ts Of Resolving Conflict In The Workplace

• Encourage open communication and ensure all parties have the chance to speak.
• Listen actively and empathetically to understand each person’s perspective.
• Focus on the problem, not the person , to avoid unnecessary personal attacks.
• Seek to find common ground and work towards a mutually beneficial solution.
• Use neutral language and avoid blaming or inflammatory remarks.
• Respect all opinions and show empathy, acknowledging the feelings and concerns of others.
• Follow up on the resolution to ensure the conflict has been fully resolved and to prevent recurrence.

Don’ts

• Ignore or avoid conflict , hoping it will resolve itself without intervention.
• Take sides or show favoritism , as it can escalate the conflict and damage trust.
• Jump to conclusions or make assumptions without all the facts.
• Communicate important discussions via email or text ; face-to-face conversations are more effective.
• Let emotions dictate your responses ; strive to maintain professionalism.
• Overlook the root cause of the conflict ; address underlying issues to prevent future problems.
• Forget to document the conflict and resolution process , especially for serious disputes.

Navigate And Resolve Conflicts With Confidence

Throughout this guide, we’ve journeyed through the landscape of workplace conflict, uncovering the roots, exploring strategic resolutions, and marking the pathways to a more harmonious professional environment. From the importance of open communication to the power of reflective listening and setting clear boundaries, each strategy presented is a step towards transforming potential discord into opportunities for growth and understanding.

A Workplace Conflict Resolution Recap

• Embrace open communication for clarity and understanding.
• Leverage neutral mediators to guide resolution processes.
• Engage in collaborative problem-solving to find win-win solutions.
• Promote a positive work environment as a foundation for resolution.
• Encourage transparency and accountability for actions and outcomes.

In addition to these strategies, remember the importance of fostering an inclusive culture that celebrates diversity and encourages feedback. Equip your team with the skills they need through conflict resolution training, and always aim to lead by example. By embracing these practices, you not only navigate workplace conflicts with ease but also contribute to a stronger, more cohesive team dynamic.

Elevate Your Approach to Workplace Conflict Resolution with Expert Support

Ready to revolutionize how you manage conflict in the workplace? Our talent team at Persona is poised to elevate your strategies and manage complexities related to conflict resolution. With our unparalleled vetting process, securing only the elite 0.1% of applicants, you’re guaranteed access to professionals whose expertise in communication, problem-solving, and reliability is unmatched.

By partnering with Persona, you can delegate the intricacies of conflict resolution to experts, freeing up your time to focus on other critical aspects of your business. Our team brings world-class writing, communication, and problem-solving skills to the table, ensuring that conflict within your teams is not just managed but effectively resolved to foster a positive work environment.

Our talent can help you:

• Develop and implement comprehensive conflict resolution strategies.
• Facilitate effective communication and mediation sessions.
• Design and conduct conflict resolution training for your staff.
• Implement proactive measures to prevent conflicts.
• Analyze and address the root causes of workplace conflicts.
• Provide ongoing support and consultancy for maintaining a harmonious workplace.

Don’t let the complexities of workplace conflict resolution detract from your organizational goals. Let Persona’s elite talent team help you navigate and resolve conflicts with ease. To discover how we can bolster your approach to conflict resolution, reach out to us today .

Connecting top 0.1% remote talent with leading professionals and companies across all industries. We helps businesses of all sizes find the perfect fit and scale their team, faster.

View all posts

Sign up to receive regular insights on remote talent.

We’ll pair you with the perfect assistant.

or email [email protected]

After Project Shutdowns, Apple Layoffs Decision to Affect 700 Employees

The Apple job cuts affect over 700 employees who should have received the WARN notices by now, which gives them 60 days to find a new role as things begin to wind down wi...

McKinsey’s 9 Months Pay Leave Offer Extends Support for Finding a New Job

Subway Franchisees Fined $218K for Illegally Pocketing Employees' Tips

Expedia Layoffs To Affect 9% Of Workforce In a Bid To Refocus Resources

IKEA AI Literacy Initiative Sets The Standard—The Future Is AI

The IKEA AI organization-wide initiative is an example of how companies can try to keep pace with shifting trends. Upskilling employees is a better alternative compared t...

Want to Turn a Friend into a Colleague? Here’s How to Recommend a Friend for a Job

WFH Is Here to Stay—How To Manage a Remote Team Effectively?

Yes “We” Can—How to Delegate Effectively at Work

• Recruitment
• Training & Development

Celebrating Diversity and Inclusion in the Workplace: A Comprehensive Guide

From recruitment to work conditions, there is always room for the implementation of workplace diversity policies that can allow every employee to feel like they belong wh...

Comprehensive Guide on Maternity Leave Laws by State

Silence the Squabbles: Your Guide to Conflict Resolution Strategies

Charge Forth With Confidence: Exploring Power in the Workplace

• Compensation
• Employee Benefits
• Outsourcing
• Workplace Culture

Mastering HR: Best HRM Books for Beginners to Read in 2024

We’ve curated a list of the most insightful and actionable HRM books of 2024, specifically chosen to empower busy professionals like you. ...

Hesitating to Ask for a Job Referral? Here’s How You Get It Done

Regulate It Right: Conducting Employee Background Checks

Learning the Ropes: How to Prevent Data Theft by Employees

• Tools & Technology
• Q & A with Jane
• HR Tools & Technology

Interview with Lynne Oldham: A Masterclass on Diversity and Performance

In an exclusive interview, Lynne Oldham, Chief People Officer at Stash, shares expert insights on driving diversity and performance in today’s workplace. ...

Tracey Franklin on Building an Engine of Innovation Through Talent

Paige Ross on Crafting Talent and Well-being at Blackstone

Lisa Esparza on The Road to Inclusive Excellence

• Subscribe Now
• Current Issue
• Past Issues
• Advertise With Us

January 2024

October 2023

• Great Workplaces
• DEI Leaders
• HR Thought Leaders

Conflict Management in The Workplace

• Jane Harper
• August 26, 2023

In the fast-paced world of business, conflict is an ever-present force that can disrupt team dynamics and hinder productivity. Whether it’s clashing personalities, divergent work styles, or conflicting opinions, workplace conflict is an inevitable part of professional life. However, the key lies not in avoiding conflict altogether, but in effectively managing and resolving it. In this comprehensive guide, we will delve into the intricacies of conflict management, exploring practical strategies and techniques for handling conflict at work. So, fasten your seatbelts and prepare to navigate the maze of workplace disagreements!

Understanding Workplace Conflict

Before diving into the realm of conflict management, it is crucial to gain a comprehensive understanding of workplace conflict itself. Conflict in the workplace arises when individuals within a team or organization have differing opinions, interests, or approaches to a given situation. These conflicts can stem from a variety of factors, including contrasting personalities, work styles, communication breakdowns, or even external pressures. It is important to note that not all conflict is inherently negative. In fact, healthy conflict can foster innovation, creativity, and growth within teams. However, when conflict escalates and becomes unproductive, it can have detrimental effects on morale, collaboration, and overall organizational performance.

The Causes of Workplace Conflict

Workplace conflict can be triggered by various underlying factors. Let’s explore some of the most common causes:

• Differences in Work Styles: Conflicting work styles, such as one team member favoring a structured approach while another prefers flexibility and spontaneity, can lead to clashes and misunderstandings.
• Leadership Approach Conflict: Divergent leadership styles within an organization can create tension and conflict. For example, if managers have conflicting approaches to decision-making or conflict resolution, it can trickle down and impact team dynamics.
• Personality Clashes: Conflicts often arise from clashes between individuals with different personalities, values, or communication styles. These clashes can result in misunderstandings, friction, and strained relationships within the workplace.
• Power Struggles: When there is a perceived or real power imbalance within a team or organization, conflicts may arise as individuals vie for control, recognition, or authority.
• Organizational Changes: Significant changes within an organization, such as restructuring, mergers, or layoffs, can trigger conflicts as employees grapple with uncertainty, fear, and changes in roles and responsibilities.
• Interdepartmental Conflicts: Conflicts may emerge between different departments or teams within an organization due to competing goals, resource allocation issues, or lack of effective communication and collaboration.

Understanding the underlying causes of workplace conflict is crucial for implementing effective conflict management strategies. By addressing these root causes, organizations can create a more harmonious work environment and enhance team collaboration.

The Importance of Conflict Management

Conflict management is a vital skill for both individuals and organizations. Effective conflict management not only resolves disputes but also minimizes the negative impact of conflicts on team morale, productivity, and overall organizational culture. Here are some key reasons why conflict management should be a priority within any workplace:

• Improved Relationships and Collaboration: Addressing conflicts in a constructive and timely manner can foster better relationships, trust, and collaboration among team members. By encouraging open dialogue and understanding, conflicts can be transformed into opportunities for growth and learning.
• Enhanced Problem-Solving and Innovation: Conflict can lead to the exploration of different perspectives, ideas, and approaches. When managed effectively, conflicts can stimulate creative problem-solving and innovation, resulting in better outcomes and solutions.
• Increased Employee Engagement and Satisfaction: A work environment that encourages open communication and values employee input in conflict resolution fosters a sense of ownership and engagement. This, in turn, boosts employee satisfaction, motivation, and overall job performance.
• Reduced Turnover and Absenteeism: Unresolved conflicts can lead to increased stress, dissatisfaction, and disengagement, ultimately resulting in higher turnover rates and increased absenteeism. By effectively managing conflicts, organizations can retain talent and create a positive work culture.
• Enhanced Organizational Performance: Conflict management contributes to improved organizational performance by minimizing disruptive conflicts, enhancing teamwork, and promoting a positive work environment. Effective conflict resolution leads to increased productivity, efficiency, and overall success.

Strategies for Conflict Management

Now that we understand the significance of conflict management let’s dive into practical strategies that can help organizations navigate and resolve workplace conflicts effectively. These strategies encompass a proactive and systematic approach to conflict management, creating an environment conducive to healthy disagreements and constructive resolutions.

1. Establish a Culture of Open Communication

Open communication is the cornerstone of effective conflict management. Encourage team members to express their opinions, concerns, and ideas openly, without fear of judgment or reprisal. Foster a culture that values diverse perspectives and promotes active listening.

2. Embrace Constructive Disagreements

Encourage healthy debates and constructive disagreements within teams. Create space for differing viewpoints and encourage team members to challenge ideas respectfully. Constructive disagreements can lead to innovative solutions and better decision-making.

3. Foster Emotional Intelligence

Emotional intelligence plays a crucial role in conflict management. Encourage team members to develop self-awareness, empathy, and the ability to regulate their emotions. Emotional intelligence enables individuals to navigate conflicts with empathy, understanding, and effective communication.

4. Train Conflict Management Skills

Invest in training and development programs focused on conflict management skills. Provide team members with the necessary tools and techniques to identify, address, and resolve conflicts effectively. These skills include active listening, negotiation, problem-solving, and assertive communication.

5. Mediation and Facilitation

In situations where conflicts escalate and direct communication becomes challenging, consider employing the services of a neutral third party as a mediator or facilitator. Mediators can help facilitate open dialogue, guide the resolution process, and ensure fair and equitable outcomes.

6. Encourage Collaborative Problem-Solving

Shift the focus from individual perspectives to collaborative problem-solving. Encourage team members to work together to find mutually beneficial solutions. Emphasize the importance of compromise, flexibility, and seeking win-win outcomes.

7. Provide Support and Resources

Ensure that team members have access to the necessary resources, such as conflict resolution training, mentorship programs, and counseling services. Support individuals in developing their conflict management skills and provide guidance in navigating challenging situations.

8. Lead by Example

Leaders play a crucial role in setting the tone for conflict management within an organization. Lead by example and demonstrate effective conflict resolution skills. Model open communication, active listening, and a commitment to finding mutually beneficial solutions.

Conflict management is an essential skill that empowers individuals and organizations to navigate the complex landscape of workplace disagreements. By promoting open communication, embracing constructive disagreements, fostering emotional intelligence, and providing the necessary tools and support, organizations can create a culture that effectively manages conflicts and leverages them for growth and innovation. Remember, conflict is not the enemy but an opportunity for positive change. So, embrace conflict, navigate the maze, and emerge as a stronger and more resilient team!

Stay tuned!

We don’t want you to miss anything. Subscribe to our newsletter and stay updated on the latest HR news and trends.

First name Last name Email

Similar Articles

Leave a Reply Cancel reply

Your email address will not be published. Required fields are marked *

Save my name, email, and website in this browser for the next time I comment.

CURRENT ISSUE

FEATURED POSTS

• New Employee Welcome Message Examples : Welcome To The Team

You Can Retract A Resignation, Here’s How

• How To Write An Appraisal and Raise Request Email

• 10 Fresh Ways to Write ‘Please Find Attached’

6 Different Types of Compensation Plans & Benefits

• 73 Creative Job Titles in Corporate America
• How to Write a Sick Day Email (with Examples)
• How to write a Positive Employee Reference (with examples)
• How to Write Vacation Request Email (Samples)
• Out of Office Email Message Examples – ‘On Vacation’
• 10 Creative Ways to Write ‘Sorry for the Late Reply’ Email
• Warning Letter to Employee | Sample Warning Letters
• 30 Alternatives to Warm Wishes for Every Situation
• 20 alternatives to end an email when “Warm Regards” is too boring
• Disciplinary Action Letter for Misconduct to Employees (Sample Letters)
• Incorporating 160 Effective Performance Phrases in Your Performance Appraisal Review Templates
• How To Answer ‘Tell Me About Yourself’ In A Job Interview
• Office Christmas Party Invitation Email Templates
• Advertise With US

© 2024 The HR Digest. All Rights Reserved. powered by idmerit

9.3 Teamwork and Conflict in the Workplace

Learning objectives.

By the end of this section, you will be able to:

• Discuss the five stages of team development.
• Describe different positive and negative team roles.
• Describe strategies for cultivating a positive group climate.
• Describe common types and causes of conflict that arise within teams.

Group dynamics involve the interactions and processes of a team and influence the degree to which members feel a part of the goal and mission. A team with a strong identity can prove to be a powerful force. One that exerts too much control over individual members, however, runs the risk or reducing creative interactions, resulting in tunnel vision. A team that exerts too little control, neglecting all concern for process and areas of specific responsibility, may go nowhere. Striking a balance between motivation and encouragement is key to maximizing group productivity.

A skilled communicator creates a positive team by first selecting members based on their areas of skill and expertise. Attention to each member’s style of communication also ensures the team’s smooth operation. If their talents are essential, introverts who prefer working alone may need additional encouragement to participate. Extroverts may need encouragement to listen to others and not dominate the conversation. Both are necessary, however, so the selecting for a diverse group of team members deserves serious consideration.

Stages of Team Development

For teams to be effective, the people in the team must be able to work together to contribute collectively to team outcomes. But this does not happen automatically: it develops as the team works together. You have probably had an experience when you have been put on a team to work on a school assignment or project. When your team first gets together, you likely sit around and look at each other, not knowing how to begin. Initially you are not a team; you are just individuals assigned to work together. Over time you get to know each other, to know what to expect from each other, to know how to divide the labor and assign tasks, and to know how you will coordinate your work. Through this process, you begin to operate as a team instead of a collection of individuals.

This process of learning to work together effectively is known as team development. Research has shown that teams go through definitive stages during development. Tuckman (1965) identified a five-stage development process that most teams follow to become high performing. He called the stages: forming, storming, norming, performing, and adjourning (Figure 9.7)

Forming stage

The forming stage involves a period of orientation and getting acquainted (Figure 9.8). Uncertainty is high during this stage, and people are looking for leadership and authority. A member who asserts authority or is knowledgeable may be expected to take control. Team members are asking such questions as “What does the team offer me?” “What is expected of me?” “Will I fit in?” Most interactions are social as members get to know each other.

Storming stage

The storming stage is the most difficult and critical stage to pass through. It is a period marked by conflict and competition as individual personalities emerge. Team performance may actually decrease in this stage because energy is put into unproductive activities. Members may disagree on team goals, and subgroups and cliques may form around strong personalities or areas of agreement. To get through this stage, members must work to overcome obstacles, to accept individual differences, and to work through conflicting ideas on team tasks and goals. Teams can get bogged down in this stage. Failure to address conflicts may result in long-term problems.

Norming stage

If teams get through the storming stage, conflict is resolved and some degree of unity emerges. In the norming stage, consensus develops around who the leader or leaders are, and individual member’s roles. Interpersonal differences begin to be resolved, and a sense of cohesion and unity emerges (Figure 9.9). Team performance increases during this stage as members learn to cooperate and begin to focus on team goals. However, the harmony is precarious, and if disagreements re-emerge the team can revert to storming.

Performing stage

In the performing stage, consensus and cooperation have been well-established and the team is mature, organized, and well-functioning. There is a clear and stable structure, and members are committed to the team’s mission. Problems and conflicts still emerge, but they are dealt with constructively. The team is focused on problem solving and meeting team goals.

Adjourning stage

In the adjourning stage, most of the team’s goals have been accomplished. The emphasis is on wrapping up final tasks and documenting the effort and results. As the work load is diminished, individual members may be reassigned to other teams, and the team disbands. There may be regret as the team ends, so a ceremonial acknowledgement of the work and success of the team can be helpful. If the team is a standing committee with ongoing responsibility, members may be replaced by new people and the team can go back to a forming or storming stage and repeat the development process.

Positive and Negative Team Roles

When a manager selects a team for a particular project, its success depends on its members filling various positive roles. There are a few standard roles that must be represented to achieve the team’s goals, but diversity is also key. Without an initiator-coordinator stepping up into a leadership position, for instance, the team will be a non-starter because team members such as the elaborator will just wait for more direction from the manager, who is busy with other things. If all the team members commit to filling a leadership role, however, the group will stall from the get-go with power struggles until the most dominant personality vanquishes the others, who will be bitterly unproductive relegated to a subordinate worker-bee role. A good manager must therefore be a good psychologist in building a team with diverse personality types and talents. Table 9.1 below captures some of these roles.

Of course, each team member here contributes work irrespective of their typical roles. The groupmate who always wanted to be recorder in high school because they thought that all they had to do what jot down some notes about what other people said and did, and otherwise contributed nothing, would be a liability as a slacker in a workplace team. We must therefore contrast the above roles with negative roles, some of which are captured in Table 9.2 below.

Whether a team member has a positive or negative effect often depends on context. Just as the class clown can provide some much-needed comic relief when the timing’s right, they can also impede productivity when they merely distract members during work periods. An initiator-coordinator gets things started and provides direction, but a dominator will put down others’ ideas, belittle their contributions, and ultimately force people to contribute little and withdraw partially or altogether.

Perhaps the worst of all roles is the slacker. If you consider a game of tug-o-war between two teams of even strength, success depends on everyone on the team pulling as hard as they would if they were in a one-on-one match. The tendency of many, however, is to slack off a little, thinking that their contribution won’t be noticed and that everyone else on the team will make up for their lack of effort. The team’s work output will be much less than the sum of its parts, however, if everyone else thinks this, too. Preventing slacker tendencies requires clearly articulating in writing the expectations for everyone’s individual contributions. With such a contract to measure individual performance, each member can be held accountable for their work and take pride in their contribution to solving all the problems that the team overcame on its road to success.

Cultivating a Supportive Group Climate

Any time a group of people comes together, new dynamics are put into place that differ from the dynamics present in our typical dyadic interactions. The impressions we form about other people’s likeability and the way we think about a group’s purpose are affected by the climate within a group that is created by all members.

When something is cohesive it sticks together, and the cohesion within a group helps establish an overall group climate.  Group climate  refers to the relatively enduring tone and quality of group interaction that is experienced similarly by group members. To better understand cohesion and climate, we can examine two types of cohesion: task and social.

Task cohesion  refers to the commitment of group members to the purpose and activities of the group.  Social cohesion  refers to the attraction and liking among group members. Ideally, groups would have an appropriate balance between these two types of cohesion relative to the group’s purpose, with task-oriented groups having higher task cohesion and relational-oriented groups having higher social cohesion. Even the most task-focused groups need some degree of social cohesion, and vice versa, but the balance will be determined by the purpose of the group and the individual members. For example, a team of workers from the local car dealership may join a local summer softball league because they’re good friends and love the game. They may end up beating the team of faculty members from the community college who joined the league just to get to know each other better and have an excuse to get together and drink beer in the afternoon. In this example, the players from the car dealership exhibit high social and task cohesion, while the faculty exhibit high social but low task cohesion. Cohesion benefits a group in many ways and can be assessed through specific group behaviors and characteristics. Groups with an appropriate level of cohesiveness (Hargie, 2011):

• set goals easily;
• exhibit a high commitment to achieving the purpose of the group;
• are more productive;
• experience fewer attendance issues;
• have group members who are willing to stick with the group during times of difficulty;
• have satisfied group members who identify with, promote, and defend the group;
• have members who are willing to listen to each other and offer support and constructive criticism; and
• experience less anger and tension.

Appropriate levels of group cohesion usually create a positive group climate, since group climate is affected by members’ satisfaction with the group. Climate has also been described as group morale. The following are some qualities that contribute to a positive group climate and morale (Marston & Hecht, 1988):

• Participation.  Group members feel better when they feel included in the discussion and a part of the functioning of the group.
• Messages.  Confirming messages help build relational dimensions within a group, and clear, organized, and relevant messages help build task dimensions within a group.
• Feedback.  Positive, constructive, and relevant feedback contribute to the group climate.
• Equity.  Aside from individual participation, group members also like to feel as if participation is managed equally within the group and that appropriate turn-taking is used.
• Clear and accepted roles.  Group members like to know how status and hierarchy operate within a group. Knowing the roles isn’t enough to lead to satisfaction, though—members must also be comfortable with and accept those roles.
• Motivation.  Member motivation is activated by perceived connection to and relevance of the group’s goals or purpose.

Group cohesion and climate are also demonstrated through symbolic convergence (Bormann, 1985). Have you ever been in a group that had ‘inside jokes’ that someone outside the group just would not understand?  Symbolic convergence  refers to the sense of community or group consciousness that develops in a group through non-task-related communication such as stories and jokes. The originator of symbolic convergence theory, Ernest Bormann, claims that the sharing of group fantasies creates symbolic convergence.  Fantasy , in this sense, doesn’t refer to fairy tales, sexual desire, or untrue things. In group communication,  group fantasies  are verbalized references to events outside the “here and now” of the group, including references to the group’s past, predictions for the future, or other communication about people or events outside the group (Griffin, 2009).

In any group, you can tell when symbolic convergence is occurring by observing how people share such fantasies and how group members react to them. If group members react positively and agree with or appreciate the teller’s effort or other group members are triggered to tell their own related stories, then convergence is happening and cohesion and climate are being established. Over time, these fantasies build a shared vision of the group and what it means to be a member that creates a shared group consciousness. By reviewing and applying the concepts in this section, you can hopefully identify potential difficulties with group cohesion and work to enhance cohesion when needed to create more positive group climates and enhance your future group interactions.

The Benefits of Team Diversity

Rock and Grant (2016) assert that increasing workplace diversity is a good business decision. Hunt, Layton, and Prince (2015) conducted a study of 366 public companies and found that those in the top quartile for ethnic and racial diversity in management were 35% more likely to have financial returns above their industry mean, and those in the top quartile for gender diversity were 15% more likely to have returns above the industry mean. Similarly, Curtis, Schmid, and Struber (2012) found that organizations with at least one female board member yielded a higher return on equity and higher net income growth than those that did not have any women on the board (Figure 9.10).

Additional research on diversity has shown that diverse teams are better at decision-making and problem-solving because they tend to focus more on facts (Rock & Grant, 2016). Phillips, Liljenquist, and Neale (2008) found that when working together, people from diverse backgrounds can potentially alter the group’s behaviors, leading to more accurate and improved thinking. In their study, the diverse panels raised more facts related to the case than homogeneous panels and made fewer factual errors while discussing available evidence. Additionally, Levine, Apfelbaum, and Bernard (2014) showed that diverse teams are more likely to constantly reexamine facts and remain objective. They may also encourage greater scrutiny of each member’s actions, keeping their joint cognitive resources sharp and vigilant.

By breaking up workforce homogeneity, you can allow your employees to become more aware of their own potential biases—entrenched ways of thinking that can otherwise blind them to key information and even lead them to make errors in decision-making processes. In other words, when people are among homogeneous and like-minded (non-diverse) teammates, the team is susceptible to groupthink and may be reticent to think about opposing viewpoints since all team members are in alignment. In a more diverse team with a variety of backgrounds and experiences, the opposing viewpoints are more likely to come out and the team members feel obligated to research and address the questions that have been raised. Again, this enables a richer discussion and a more in-depth fact-finding and exploration of opposing ideas and viewpoints to solve problems.

Diversity in teams also leads to greater innovation. Lorenzo, Yoigt, Schetelig, Zawadzki, Welpe, & Brosi (2017) sought to understand the relationship between diversity in managers (all management levels) and innovation. The key findings of this study show that:

• The positive relationship between management diversity and innovation is statistically significant—and thus companies with higher levels of diversity derive more revenue from new products and services.
• The innovation boost isn’t limited to a single type of diversity. The presence of managers who are either female or are from other countries, industries, or companies can cause an increase in innovation.
• Management diversity seems to have a particularly positive effect on innovation at complex companies—those that have multiple product lines or that operate in multiple industry segments.
• To reach its potential, gender diversity needs to go beyond tokenism. In the study, innovation performance only increased significantly when the workforce included more than 20% women in management positions. Having a high percentage of female employees doesn’t increase innovation if only a small number of women are managers.
• At companies with diverse management teams, openness to contributions from lower-level workers and an environment in which employees feel free to speak their minds are crucial for fostering innovation.

When you consider the impact that diverse teams have on decision-making and problem-solving—through the discussion and incorporation of new perspectives, ideas, and data—it is no wonder that the BCG study shows greater innovation. Team leaders need to reflect upon these findings during the early stages of team selection so that they can reap the benefits of having diverse voices and backgrounds.

Challenges and Best Practices of Working in Multicultural Teams

As globalization has increased over the last decades, workplaces have felt the impact of working within multicultural teams. The earlier section on team diversity outlined some of the benefits of working on diverse teams, and a multicultural group certainly qualifies as diverse. However, some key practices are recommended to those who are leading multicultural teams to navigate the challenges that these teams may experience.

People may assume that communication is the key factor that can derail multicultural teams, as participants may have different languages and communication styles. However,  Brett, Behfar, and Kern (2006) outline four key cultural differences that can cause destructive conflicts in teams. The first difference is direct versus indirect communication, also known as high-context vs low-context orientation. Some cultures are very direct and explicit in their communication, while others are more indirect and ask questions rather than pointing out problems. This difference can cause conflict because, at the extreme, the direct style may be considered offensive by some, while the indirect style may be perceived as unproductive and passive-aggressive in team interactions.

The second difference that multicultural teams may face is trouble with accents and fluency. When team members don’t speak the same language, there may be one language that dominates the group interaction—and those who don’t speak it may feel left out. The speakers of the primary language may feel that those members don’t contribute as much or are less competent. The next challenge is when there are differing attitudes toward hierarchy. Some cultures are very respectful of the hierarchy and will treat team members based on that hierarchy. Other cultures are more egalitarian and don’t observe hierarchical differences to the same degree. This may lead to clashes if some people feel that they are being disrespected and not treated according to their status. The final difference that may challenge multicultural teams is conflicting decision-making norms. Different cultures make decisions differently, and some will apply a great deal of analysis and preparation beforehand. Those cultures that make decisions more quickly (and need just enough information to make a decision) may be frustrated with the slow response and relatively longer thought process.

These cultural differences are good examples of how everyday team activities (decision-making, communication, interaction among team members) may become points of contention for a multicultural team if there isn’t an adequate understanding of everyone’s culture. The authors propose that there are several potential interventions to try if these conflicts arise. One simple intervention is  adaptation , which is working with or around differences. This is best used when team members are willing to acknowledge the cultural differences and learn how to work with them. The next intervention technique is structural intervention , or reorganizing to reduce friction on the team. This technique is best used if there are unproductive subgroups or cliques within the team that need to be moved around.  Managerial intervention  is the technique of making decisions by management and without team involvement. This technique should be used sparingly, as it essentially shows that the team needs guidance and can’t move forward without management getting involved. Finally,  exit  is an intervention of last resort and is the  voluntary or involuntary removal  of a team member. If the differences and challenges have proven to be so great that an individual on the team can no longer work with the team productively, then it may be necessary to remove the team member in question.

Conflict Within Teams

Conflict occurs wherever people interact, both at home and at work. If employees don’t get along with one another or their employers, there’s very little motivation to do good work. Learning how to identify and navigate conflict is an important life skill that will prove to be extremely helpful, especially in the workplace. Professionally managing conflict will help to foster healthy working environments and create strong working relationships amongst coworkers and managers alike.

Any time individuals interact, there is potential for conflict. Conflict occurs when differing interests and ideas collide, creating tension. Conflict is a natural part of everyday life, especially in the workplace. With compensation, deadlines, clients, etc. on the line, it is normal for the workplace to add additional stress and pressure to the challenges of everyday life. Therefore, it is more likely people will encounter conflict at work.

Common Types of Team Conflict

Conflict is a common occurrence on teams. Conflict itself can be defined as antagonistic interactions in which one party tries to block the actions or decisions of another party. Bringing conflicts out into the open where they can be resolved is an important part of the team leader’s or manager’s job.

• There are two basic types of team conflict: substantive (sometimes called task) and emotional (or relationship).
• Substantive conflicts  arise over things such as goals, tasks, and the allocation of resources. When deciding how to track a project, for example, a software engineer may want to use a certain software program for its user interface and customization capabilities. The project manager may want to use a different program because it produces more detailed reports. Conflict will arise if neither party is willing to give way or compromise on his position.
• Emotional conflicts  arise from things such as jealousy, insecurity, annoyance, envy, or personality conflicts. It is emotional conflict when two people always seem to find themselves holding opposing viewpoints and have a hard time hiding their personal animosity. Different working styles are also a common cause of emotional conflicts. Julia needs peace and quiet to concentrate, but her office mate swears that playing music stimulates his creativity. Both end up being frustrated if they can’t reach a workable resolution.

Common Causes of Conflict

Some common causes of negative conflict in teams are identified as follows:

• Conflict often arises when team members focus on  personal (emotional) issues  rather than work (substantive) issues. Enrico is attending night school to get his degree, but he comes to work late and spends time doing research instead of focusing on the job. The other team members have to pick up his slack. They can confront Enrico and demand his full participation, they can ignore him while tensions continue to grow, or they can complain to the manager. All the options will lower team performance.
• Competition over resources , such as information, money, supplies or access to technology, can also cause conflict. Maria is supposed to have use of the laboratory in the afternoons, but Jason regularly overstays his allotted time, and Maria’s work suffers. Maria might try to “get even” by denying Jason something he needs, such as information, or by complaining to other team members.
• Communication breakdowns  cause conflict—and misunderstandings are exacerbated in virtual teams and teams with cross-cultural members. The project manager should be precise in his expectations from all team members and be easily accessible. When members work independently, it is critical that they understand how their contributions affect the big picture in order to stay motivated. Carl couldn’t understand why Latisha was angry with him when he was late with his reports—he didn’t report to her. He didn’t realize that she needed his data to complete her assignments. She eventually quit, and the team lost a good worker.

Team morale can be low because of  external work conditions  such as rumors of downsizing or fears that the competition is beating them to market. A manager needs to understand what external conditions are influencing team performance.

• Teams go through five definitive stages during development: forming, storming, norming, performing, and adjourning.
• The success of work teams relies on individuals filling different positive roles, however work teams can fail if too many individuals take on negative roles.
• Group climate refers to the relatively enduring tone and quality of group interaction that is experienced similarly by group members
• The benefits of team diversity include better decision-making and problem-solving and opposing viewpoints are more likely to come out.

Discussion Questions

• Recall a previous or current small group to which you belonged/belong. Trace the group’s development using the five stages discussed in this section. Did you experience all the stages? In what order? Did you stay in some stages more than others?
• Discuss a team you were a part of that included a member who took on one of the positive team roles or one of the negative team roles in the team. What actions did they engage in? How did their actions impact the team’s ability to work?
• Describe a substantive conflict and an emotional conflict you’ve experienced or witness at your place of work. How were these conflicts resolved?

Remix/Revisions featured in this section

• Small editing revisions to tailor the content to the Psychology of Human Relations course.
• Remix of combining The Five Stages of Team Development and Conflict Within Teams (Principles of Management – Lumen Learning) with 5.2 Small Group Dynamics and 5.4 Working in Diverse Teams (Conflict Management – Open Library)
• Added images and provided links to locations of images and CC licenses.
• Added doi links to references to comply with APA 7th edition formatting reference manual.

Attributions

CC Licensed Content, Original Modification, adaptation, and original content.  Provided by: Stevy Scarbrough. License: CC-BY-NC-SA 4.0

CC Licensed Content Shared Previously Conflict Management Authored by: Laura Westmaas. Published by: Open Library Located at: https://ecampusontario.pressbooks.pub/conflictmanagement/ License: CC BY 4.0

CC Licensed Content Shared Previously Principles of Management Authored by: John Bruton, Lynn Bruton. Published by: Lumen Learning Located at: https://courses.lumenlearning.com/suny-principlesmanagement/ License: CC BY 4.0

Bormann, E. G. (1985). Symbolic convergence theory: A communication formulation. Journal of Communication, 35(4), 128–38.

Brett, J., Behfar, K., Kern, M. (2006, November). Managing multicultural teams. Harvard Business Review . https://hbr.org/2006/11/managing-multicultural-teams

Curtis, M., Schmid, C., & Struber, M. (2012). Gender diversity and corporate performance. Credit Suisse Research Institute. https://women.govt.nz/sites/public_files/Credit%20Suisse_gender_diversity_and_corporate_performance_0.pdf

Griffin, E. (2009).  A first look at communication theory  (7th ed.). McGraw-Hill.

Hargie, O. (2011).  Skilled interpersonal interaction: Research, theory, and practice  (5th ed.). Routledge.

Hunt, V., Layton, D., & Prince, S. (2015, January 1). Why diversity matters. McKinsey & Company. Retrieved November 19, 2022 from https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/why-diversity-matters

Levine, S. S., Apfelbaum, E. P., & Bernard, M. (2014). Ethnic diversity deflates price bubbles. Proceedings of the National academy of Sciences, 111(52) 18524-18529. https://doi.org/10.1073/pnas.1407301111

Lorenzo, R., Yoigt, N., Schetelig, K., Zawadzki, A., Welpe, I., & Brosi, P. (2017, April 26). The mix that matters: Innovation through diversity. Retrieved November 19, 2022 from https://www.bcg.com/publications/2017/people-organization-leadership-talent-innovation-through-diversity-mix-that-matters

Marston, P. J., & Hecht, M. L. (1988). Group satisfaction. In R. Cathcart & L. Samovar (Eds.),  Small group communication  (5th ed.). Brown.

Phillips, K. W., Liljenquist, K. A., & Neale, M. A. (2008). Is the pain worth the gain? The advantages and liabilities of agreeing with socially distinct newcomers. Personality and Social Psychology Bulletin, 35 (3), 336-350. https://doi.org/10.1177/0146167208328062

Rock, D., & Grant, H. (2016, November 4). Why diverse teams are smarter. Harvard Business Review . https://hbr.org/2016/11/why-diverse-teams-are-smarter

Tuckman, B. W. (1965). Developmental sequence in small groups.  Psychological Bulletin, 63 (6), 384–399.  https://doi.org/10.1037/h0022100

Psychology of Human Relations Copyright © by Stevy Scarbrough is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

Share This Book

• 7Park Data, Inc.
• Adobe Systems Incorporated
• Aetna, a CVS Health Company
• AMC Networks
• American Express Company
• Apartment Therapy Media
• AppNexus, a Xandr Company
• Arch Insurance
• Arrow Electronics
• Art Processors
• Attune Insurance Services, LLC
• Aurora Solar
• Back Market
• Bank of America
• Better Companies
• Better Mortgage
• Black Community
• Bloomberg LP
• Blue Cross and Blue Shield North Carolina
• Bluecore Inc
• Bridgewater Associates
• Bristol Myers Squibb
• Cable News Network, Inc.
• Capital One
• Carbon Direct
• Career and Interview Tips
• CB Insights
• CenturyLink Inc.
• Chainalysis Inc.
• CHG Healthcare
• Cisco Meraki
• Clarus Commerce
• CloudBees, Inc.
• Cockroach Labs
• Collective Insights
• Collins Aerospace
• Comlinkdata
• Companies That Care
• Contrast Security
• Costar Group
• CoverMyMeds
• Crowdstreet
• Culture Amp
• Dassault Systemes
• Dell Technologies
• Deutsche Bank AG
• DigitalOcean
• Dishcraft Robotics
• Diversity Reboot Newsletter
• Diversity Reboot Summit 2020 Product Expo
• Diversity Reboot Summit 2021 Virtual Booths
• Diversity Reboot Summit Speakers
• Dow Jones Company
• DreamSpring
• Duck Creek Technologies
• Energy Impact Partners
• Expedia Group
• Featured Post
• Featured Talks
• Flatiron Health Inc
• Flexport, Inc.
• Flocabulary
• Folsom Labs
• For Employers
• Forbes Media
• Freddie Mac
• FTI Consulting
• Gainsight, Inc.
• Gamechanger
• General Assembly
• GoEuro Travel GmbH
• Goldman Sachs
• Greenhouse Software
• Halliburton
• Healthfirst Inc
• Homecare Homebase
• In Person Events
• insightsoftware
• Jama Software
• Johnson & Johnson
• Juniper Networks, Inc.
• Katharine Zaleski's Blog
• Kensho Technologies
• Kin + Carta
• Knotel, Inc.
• L3 Technologies
• LendingClub
• LetsGetChecked
• Liberty Hill Foundation
• Light & Wonder
• Lockheed Martin
• Managed By Q Inc
• Manifold.co
• McMaster-Carr Supply
• Meredith Corporation
• Metromile, Inc.
• Microsoft Corporation
• Millennium Management
• Moody's
• Moov Financial
• Morgan Stanley
• Morning Consult
• MyFitnessPal
• National Geospatial-Intelligence Agency
• National Security Agency (NSA)
• NBCUniversal
• New York Life Insurance Company
• Nextdoor.com, Inc.
• Northrop Grumman
• Novelis Inc.
• One Medical
• OneLogin, Inc.
• Oscar Insurance Corp
• OUTFRONT Media Inc.
• Pacific Western Bank
• Partnership on AI to Benefit People and Society
• Pax Labs Inc
• Pitney Bowes Inc.
• PlayStation
• Plenty Of Fish
• Pluralsight
• Polis, Inc.
• PowerToFly Hires
• PowerToFly VIP
• Previous Event
• Procore Technologies Inc
• Product Updates
• PromptWorks
• Quicken Loans
• Raytheon Technologies
• Realtor.com
• RebelMouse Test
• Reddit, Inc.
• Reference Point
• Remote Hiring
• Rest Of World
• Riot Games Inc
• Rockstar Games
• S&P Global Inc
• Sapient Consulting
• Schneider Electric
• ScienceLogic
• Sentropy Technologies
• Shopify Inc.
• Slack Technologies, LLC, a Salesforce company
• Smartsheet Inc.
• SoftwareOne
• Solo Brands
• SoundCloud Inc.
• Spoiler Alert
• Stack Overflow
• State Listings Inc.
• Stem Disintermedia
• Sun Life US
• Surescripts LLC
• T Rowe Price
• Talent Sourcing Trends
• Tandem Diabetes
• Teachers Pay Teachers
• Testimonials
• Thales Usa Inc.
• The Recycling Partnership
• The Walt Disney Company
• Thornburg Investment Management
• Thrive Global
• Trail of Bits
• Trending Topics
• TrussWorks, Inc
• UiPath, Inc.
• United Technologies
• UnitedHealth Group
• Unstoppable Domains
• Upcoming Event
• uShip, Inc.
• Verizon Communications
• Viacom Inc.
• VICE Media Group
• Virtu Financial
• Vouch Insurance
• Waters Corporation
• Wayfair Inc.
• Wells Fargo Company
• Wolters Kluwer
• Women at Work
• Work & Co
• Work-Life Integration
• WW (Formerly Weight Watchers)
• YouCanBook.me
• Zendesk, Inc.

Examples of Conflict in the Workplace - Scenarios & Solutions

Table of Contents

• Scenario 1 — You get off on the wrong foot with a new coworker
• Scenario 2 — Someone sends you urgent requests after hours
• Scenario 3 — Things got awkward between you and your work friend after you got a promotion

Conflict in the workplace is inevitable.

So how can we set ourselves up to deal with conflict as constructively and professionally as possible?

After all, conflict is a necessary - and healthy - element of all human relationships. The key is to make sure that bottled up emotions and/or uncontrolled outbursts don't lead to toxicity in the workplace.

That's why we hosted an interactive chat with Sharon Ray, a conflict resolution expert with 25+ years of experience in HR.

Watch the Chat

"Anytime you deal with people, you're going to have some sort of disagreement or conflict. Conflict in the workplace is an exercise in persuasion. Being able to problem solve and find the best solution for both sides."

Sharon fielded questions from the PowerToFly community about how to deal with a number of examples of conflict in the workplace.

You get off on the wrong foot with a new coworker.

They ask you for help responding to a customer inquiry, but you refuse to lend a hand because you are working on a tight deadline and don't want to waste time. There has been tension between you two ever since, and now you need their help on a project, but they're not being very responsive.

How do you recover?

Proposed Solution

Go own it! Find an appropriate time to walk up to them and say,"I understand that we got off on the wrong foot. My apologies for that. What I'm trying to resolve is X. Can we have a conversation about that?"

Regardless of who the conflict is with - an employee, your boss, etc., they'll think more highly of you if you demonstrate self-awareness. The conversation may be awkward, but that's better than a tense relationship that could last years all because you got off on the wrong foot.

Key Focus : It's all about how you approach the situation.

Try to maintain respect in the conversation and understand that it does not mean that you're going to love each other at the end of it. At the end of the day you are trying to resolve something so that you can move forward and execute on whatever project or plan you need to deliver.

You're frustrated because your colleague in France keeps messaging you at 5am (your time). They send you seemingly urgent requests when you're sleeping or just waking up, and you're sick of being bombarded with 11 requests before you've even sat down at your desk. You get the vibe they don't like you very much and you don't know how to approach them.

Avoiding confrontation is making your situation worse, not better! Schedule a time to chat with them via phone or video call.

Bring the spirit of collaboration to the table!

Uncover the root of the problem by asking questions - "Is there any particular reason you send me requests before I'm up? Am I responding to you too late?"

Once you understand why they're doing it, you can help them articulate their needs. Maybe they send you 11 messages at 6am because that's right before their lunchtime, and they don't want to forget their questions when they go on break.

Now figure out a solution that works for both of you. Can they send themselves a reminder on Slack to ping you with their questions when you're at your desk? Can you just ignore their messages until you clock in now that you understand they're not time sensitive? Should you schedule a morning check in to go over these requests in real time rather than via message?

Key Focus: Have a candid conversation to ease any tensions long distance can bring.

You got a promotion that your friend at work was also gunning for. Now things are awkward between you two. You definitely want to keep the friendship going, but they aren't even speaking to you outside of team meetings.

Sharon suggests going up to the person and owning it. Tell them that you know it's an uncomfortable situation and that you'd like to continue the relationship. These situations are tough, but radical candor is important - learn more about how to practice it in the workplace here .

Key Focus: Be proactive. Break the ice. Figure out how to work together.

Important Note: Never apologize for your promotion/moving your career forward. Prepare to be content with the other person's decision if they are no longer interested in continuing the friendship.

Don't see your specific scenario listed above? Feel free to check out the full video for more examples of conflict in the workplace scenarios - and solutions!

Here are some highlighted questions from the chat and learn :

• What steps should I be taking to resolve conflicts at work? (4:21)
• What if the company you work for does not have an HR department, Should we expect the owner of the company to be the mediator? If so, are there tools he/she could reference when dealing with this type of situation? (4:29)
• How do I know when to escalate an issue with a coworker? (10:35)
• What are some suggestions to implement when management refuses to address issues of conflict? (10:42)
• I feel like my team is always combating my ideas. How do I address this? (17:47)
• How does one approach a manager who is part of the conflict without being scared to bring up the issue? (17:55)
• As a manager, how can I help my team address conflict better? (29:20)
• Could you please talk about conflict resolution and remote/international teams who may have geographical and cultural differences? (43:08)
• How do you best approach a coworker (same tenure) who's not doing their share of the work, while being respectful/not coming across as a manager/supervisor? (44:48)
• How do you think conflict can be an avenue for innovation? (47:34)

We'll leave you with some parting words from Sharon: "Whatever the scenario, keep in mind that we are human, and will face conflict. How we resolve that conflict is key."

Crafting an Effective Salary Negotiation Email

20 funny work-from-home memes to keep you alive this winter, feminist memes to keep you motivated - & loling - at work..

Conflict In The Workplace

Conflict is a part of doing business and is a common and necessary part of every place of work. Conflict in the workplace is inevitable when employees of different backgrounds and different work styles are put together for a shared business purpose. When this happens, there is a tendency to lower morale, an increase in absenteeism, and a decrease in productivity.

The ability to acknowledge the conflict between employees, understand the character of it, and use techniques to bring a fast and fair resolution to the conflict could be a critical skill for managers and leaders. Conflict can and may be managed and resolved. This toolkit examines the causes and effects of workplace conflict and also the reasons why employers should act to handle conflict.

Typically there are two responses to conflict: run away (avoidance) or ‘battle it out’. The employer’s role exercised by managers and HR professionals is important, however, and is grounded within the development of a workplace culture designed to forestall conflict among employees to the extent possible. Employees must learn the way to resolve conflict without letting it affect their relationships with one another or the standard of the team’s work. It’s important that they keep this in mind before assessing a situation.

There are many causes or reasons for conflict in any work setting. A number of the first causes are: Poor Communication, Different Values, Differing Interests, Scarce Resources, Personality Clashes, and Poor Performance. The negative effects of workplace conflict can include work disruptions, decreased productivity, project failure, absenteeism, turnover, and termination. Emotional stress will be both a cause and sway of workplace conflict.

Employers can handle disputes in the workplace by developing an organizational culture designed to avoid conflict as much as possible, and by coping with disputes quickly and equitably that workers cannot settle between themselves. If you’re a manager or supervisor, you can create a team culture where you can appreciate, encourage, and expect disagreement.

Sometimes, disagreements aren’t discussed. For instance, a brand new employee isn’t likely to talk up about something he or she disagrees with straight away. As a manager, you wish to make trust along with your direct reports and be an energetic a part of the team. Many experts maintain that although conflict is mostly thought to be having a negative effect within the workplace, a degree of properly managed conflict are often beneficial for a corporation. Be alert for any push-back in employees’ actions.

Active listening is one in all the foremost basic techniques there’s for managing conflict within the workplace, so this is often an especially important skill to find out and teach others. Reductions in the dispute between employees will lead to improved productivity of employees, increased morale and loyalty, lower medical expenses, fewer demands for reimbursement of staff, and reduced costs of litigation. Proper management of conflict at work includes consideration of other points of view and recognizing what is so important about those perspectives versus ours.

HR (Human Resources) also initiates conflict-related communication between employees and tracks the metrics and costs of conflict resolution efforts. Use a calm voice; insist on the rule of “no put-downs” and stop anyone who violates it immediately. Keep the talk about the subjects at hand. In many instances, however, HR does not learn of workplace conflict until differences have escalated. Providing conflict resolution training to employees can significantly improve the effectiveness and engagement of their teams.

Information Sources:

• bizlibrary.com

Corporate Culture

Window dressing, discuss on office moving, qualities of a good speaker, when should the borderline personality diagnosis be dropped, donation of blood is harmless and safe, fascinating world of gadgets, lecture on economic geography, annual report 2016 of aamra technologies limited, problems of nursing institutes students, latest post, key concepts of electromagnetic induction, electromagnet -working method, climate change impacts the microbial food web in peatlands, ice cores give the earliest proof of fast antarctic ice loss in history, flyback diode, flyback converter.

Storyteller: photography by Tim Hetherington – in pictures

• Share on Facebook
• Share on Twitter
• Share via Email

The Imperial War Museum is to open its first exhibition dedicated to work of the multi-award-winning conflict photographer Tim Hetherington, who died 13 years ago on assignment covering the Libyan civil war

• ‘He could create beauty out of horror’: the extraordinary life and photography of Tim Hetherington

Tim A Hetherington

Mon 22 Apr 2024 06.00 BST Last modified on Mon 22 Apr 2024 21.10 BST

• Photography

More galleries

Most popular.