8 Step Action Checklist for Handling Workplace Conflict Situations

This article examines the approach to personal conflict in the workplace. It's designed to help line managers, team leaders and supervisors how handle workplace conflict when it arises.

Workplace Conflict can arise from a host of roots and causes, but principally it will occur from differences between people, over ideas and through various situations. "Ideas conflict" can be both desirable and creative when handled constructively; "situations" can cause frustration and resentment if not dealt with; "personal conflicts in the workplace" can be damaging and destructive unless managed with thought and care. Ultimately, workplace conflict can cost a great deal of time and money. Most organisations and individuals recognise the need to solve personal conflicts in the workplace before they become destructive.

Definition of personal conflict in the workplace

Personal conflict in the workplace occurs when two or more parties have opposing attitudes or approaches to a particular situation, issue or person. Obvious sources of workplace conflict range from a difference of opinion, problematic working conditions or unrealistic work expectations through discriminatory behaviour (such as racism or sexism), to poor communication or non-compliance with organisational norms or values. There are situations where an ethical or practical issue emerges that you know should be confronted. Here, workplace conflict can be positive - you may even have to create it temporarily. For example, a member of staff turns up late every day and the manager fails to confront the individual. This avoidance, may in future lead to a development of workplace conflict through frustration and resentment in the other team members.

Workplace conflict can occur between a member of staff and the manager, between two or more members of a team, or between departments, sections or managers. Whether you are involved directly affects whether you negotiate with someone else, apply grievance or disciplinary measures or mediate between other parties.

Workplace conflict can also be covert and take the form of resentment from a team member passed over for promotion, or irritation caused by an individual's personal habits. Such conflict is much harder to detect and easier to ignore. Whichever type it is, all conflict still needs to be managed before it becomes a destructive force.

Workplace conflict is not always a bad thing. Just think about how many times you’ve been in conflict throughout your life. You may have had a conflict with someone or started off on the wrong foot, and then you ended up being best friends? How many times you have had an argument or a conflict with someone, then after it was resolved, your relationship became even stronger than it was before? Conflict can actually be an opportunity if we use it to build stronger relationships with others in or outside of work. Let's take a look at some other potential advantages of a workplace conflict if handled correctly and constructively

Advantages of workplace conflict situations if handled correctly

The Advantages of managing and resolving conflict situations constructively are:

  • better motivated staff; staff energies are directed to work rather than emotions
  • an organisation or staff that presents a positive image to the outside world
  • improved team work
  • better personal development of individuals

The Disadvantages of avoiding or failing to manage a conflict situation may include:

  • it will fester and may spread to others
  • staff energies become dissipated
  • misdirected energies contribute to falling productivity
  • inaction may be the easy option in the short term, but the problem ultimately will be harder to solve


Action checklist for Handling Workplace conflict situations


1. Recognise workplace conflict
To handle workplace conflict you have to spot it. Remember it can be overt - from an obvious or identifiable cause, clearly visible and defined, or covert - from a less obvious cause, hidden and with a potentially unrelated root source (e.g. a member of staff could apparently be in conflict with colleagues, when the real root cause is their perception that a supervisor's treatment of them is discriminatory).


2. Monitor the climate
Monitoring the climate at work gives you an early warning system, which makes it far easier to deal with conflict swiftly and efficiently before it gets out of hand. This does not mean constantly being on your guard; it simply means being prepared and keeping your eyes open. If you see a likely conflict situation, don't turn a blind eye. Early action saves time and stress later.


3. Research the situation
Take time to find out the real cause of the conflict, who is involved, what the key issue is, and what its actual and potential effects are. Empathise - see the situation from other people's point of view rather than come to snap judgements.


4. Plan the approach
Don't take sides. Instead, encourage the parties concerned to examine the interests behind their position, and try to create a climate of exchange so that the parties may deal with each other more constructively next time. Work out a strategy based on what this investigation has shown. Managers should decide upon the result they want to achieve, bearing in mind that, as different evidence emerges, this outcome may not always be possible.


5. Handle the issue
Stay in control of the situation. Handling conflict can sometimes be a difficult process which can create extreme emotions. Use the following techniques:

 Stay calm - take time to respond, don't give a knee-jerk reaction. If necessary take a rain check until everyone involved is calm enough to discuss the issues rationally and constructively.

 Listen to the points of view of all involved and take time to understand all the issues involved in the conflict. It is important to remember that people will be more open and honest if they feel they have a receptive and interested audience. Think about your body language and spoken language

 Avoid fight or flight. The instinctive human reaction to conflict is either to run away, or face it and fight. Neither of these approaches is constructive. Flight avoids solving the conflict and leads to loss of respect. Fighting back or being aggressive to one or both parties when you are not personally involved causes greater long term conflict and intimidates staff.

 Stay assertive - this means avoiding being either passive or aggressive; neither is assertive, and each is a short term approach unlikely to solve the conflict

o Passive behaviour = apologising, withdrawn body language, always accepting the other person's point of view whether it is right or not

o Aggressive behaviour = being authoritarian, rarely listening to reasoned argument

An assertive approach is generally the best way to handle conflict and it means:

o acknowledging the views and rights of all parties
o encouraging the parties to find the causes of the conflict - and solutions
o trying to ensure that opinions and thoughts are expressed honestly and openly
o suggesting a constructive way forward


6. Let everyone have their say
If you have managed to get the parties around a table for discussion in a climate where exchange is possible then a compromise solution may now be feasible. Remember that your desired solution must hit a wide range of targets. It must:
 help to build good working relationships
 be legitimate, non-discriminatory and compatible with organisational practice
 recognise all parties' alternatives
 help to improve communication and encourage people to communicate with clarity and impact
 help to generate a lasting commitment to the solution.


7. Find the way forward
The most important aspect of handling a conflict situation is to find an acceptable way forward. Examine the options and decide what to do next. Can you reach a compromise acceptable to both, or all, sides? If not, what action needs to be taken to prevent the conflict from continuing? Make sure everyone knows what the conclusion is and what they are expected to do.
The next steps need to be agreed and spelled out - it could be an individual's need for counselling, the likelihood of disciplinary proceedings or an agreement to be followed (even moving a member of staff to another department if there is a deep-rooted personal antagonism). Sometimes there may be problems relating to health or psychology - you have to judge where your limits lie in resolving apparently intractable personal antagonisms.


8. Appraise - don't dwell
It is important to learn from conflict situations and move forward. Don't dwell on the past and re-open old wounds. Appraise the conflict and the way it was handled. Decide what can be learned from this. How can similar conflicts be avoided in the future? How could it be handled better next time? Learn from the experience - and keep your eye on what has been resolved, to stop it flaring up again.


Dos and don'ts for handling a workplace conflict situation

Tackle conflict early, to avoid it escalating
 Think it through and plan how to deal with the conflict
 Refrain from offering your own opinion before understanding the full picture
 Try to avoid instinctive reactions
 Stay assertive

Take it personally (unless it is personal), it is a fact of life
 Avoid the issue and ignore the conflict
 Fight anger with anger
 Jump in without assessing and understanding the problem.
 Run away
 Handle conflict in public

Related Articles

Preparing a Marketing plan

This fact sheet focuses on the standard model of marketing planning endorsed by several writers in the field. The model contains formalised procedures, although the degree to which these are followed

13 October 2016 405

Sample Sales Process

This is a sample of a very simple, straight forward sales process including the most basic steps of building the relationship with the customer to onboarding and retaining, nurturing and growing the

13 October 2016 378

How to overhaul and improve your retail customer service?

We all seem to know how important customer service is if we are going to be successful customer passionate retail experts. Then why do we keep getting lousy service wherever we go?

10 October 2016 366

Action steps for Implementing an Effective Change Programme

This article is intended for those who have mapped a change programme for the organisation and are now ready to implement it. It provides pointers to the issues you will need to consider in bringing

12 October 2016 365

The Sales Cycle

A sales cycle is the time from when a salesperson first makes contact with a prospect to the moment when a sale is made or finalized. For example, if a copier sales rep makes a cold call from a list

12 October 2016 361

Report Writing

This article is intended both for those new to business writing in general and in particular to report writing and for experienced report writers who wish to review their own methods.

13 October 2016 360

How sales managers should conduct a field sales coaching day?

Few would argue that the best place to train salespeople is in the field, observing the salesperson selling to real customers. However, the things sales managers and sales management in general

12 October 2016 357

What is Neuro-Linguistic Programming?

This articles provides an easy and straightforward introduction to the key concepts and modelling techniques of Neuro-Linguistic Programming (NLP) to help you apply quickly apply some of the concepts

13 October 2016 356


About us

Since 1998 Scitron Training has successfully provided it's customers all over the world with high quality training materials and ready to deliver courseware packages as well as delivery through our cadre of international highly experienced trainers and consultants.

Read More