Last year’s figures from the CIPD showed that a quarter of UK workers encountered conflict at work in the last year. We’ve also seen a noticeable spike in requests for our resolution services at Byrne Dean.
With significant legal, operational, financial and reputational ramifications if they get it wrong, HR and business leaders are understandably nervous when dealing with conflict.
Catch it early (if you can)
The earlier workplace conflict is addressed, the more likely it will be resolved before it reaches the point of no return – when it can no longer be fixed (think irreparably damaged relationships or acrimonious exits).
Normally, there are whisper warning signs to look out for well before you get there. HR leaders and managers should be trained and ready to spot, walk towards, and address them.
For example, an unexpected change in behaviour can be a red flag. Are employees avoiding meetings and social events? Are they behaving uncharacteristically quiet in meetings? Are they having unusually negative reactions to things?
And keep an eye on your employee data: Has staff turnover notably increased? Is there any obvious, tangible drop in productivity? Are you receiving reports or feedback that hint at discontent? Is there an upsurge in performance or disciplinary issues? Have your speak up platforms, like InChorus, been unusually busy?
Consider whether there is a viable route for de-escalation
We sometimes see HR leaders (through understandable nervousness) escalate conflict straight to inflexible, formal processes.
Escalation may feel safer at face value, but formal processes can make difficult situations worse, entrenching bad feeling and conflict. They are often time-consuming and expensive.
Sometimes the braver, better decision is to pause; to de-escalate, swerving away from formal to informal routes.
These routes include coaching and mentoring, training, one-to-one high-impact conversations, and group trust rebuilding exercises.
We are particularly passionate about workplace mediations and facilitated conversations – involving a neutral third party to give employees a safe space to try to mend relationships.
Common situations likely to be appropriate for de-escalation include: conflict stemming from personality clashes, when getting two people in a room and helping them to listen can have near miraculous results.
Where employees have offended others about their beliefs – education about why particular words and actions can be offensive to someone (and how to react constructively to challenges) may help here.
Informal routes may sometimes be viable even in the context of allegations of bullying and harassment – many anti-bullying and anti-harassment policies encourage informal routes.
Informed judgement is critical, as sometimes formal routes are the only option. Some legal and regulatory obligations will prescribe formal routes, or the concerns may be too serious to deal with informally. And when there’s a clear pattern of behaviour, or when informal routes have previously failed, then formal processes are likely the best approach.
And informal routes are rarely successful if the employees aren’t willing to give them a go. Listen to what the employee(s) involved have to say; are they open to it? If they wish to go down a formal grievance or whistleblowing route, it’s hard to see how an informal route could be appropriate.
Know when it’s time to bring in outside experts
Using credible third-party experts can be crucial in resolving conflict.
The organisation may have insufficient internal resource – it’s hard to deal with complex conflict situations off the side of a desk, and delay can make things much worse.
The use of external experts may also be needed to ensure impartiality (particularly where senior leaders or HR are involved in the conflict). Using an external expert can help build trust in the process, and sends a clear message that the organisation is dealing seriously with the matter.
Sometimes, an organisation will need specific skills and experience.
The kind of conflict, and the stage the conflict is at, will be key in deciding what kind of expert you need. You may need external investigators, mediators and/or coaches.
Choose these people carefully. They should be well-experienced, and combine technical expertise with emotional intelligence. And they should also understand your business and the likely priorities and challenges for your business. Understand how they will charge for their work, and likely timescales.
Workplace conflict is complex, distressing, and messy. These principles are a good starting point to help meet the challenge of conflict when, almost inevitably, it touches your workplace.
Zoe Wigan is head of resolution at workplace behaviour and culture consultancy Byrne Dean.
