How long do managers leave workplace conflict situations hoping they’ll work themselves out? The answer is often too long. Managers are busy. They’re balancing delivery deadlines and people issues, so when a couple of team members fall out, they take the line “I’m working with adults, they’ll work it through” and say nothing.
Weeks later, you’ve got a grievance on your desk. The issue’s festered; and it’s morphed. You’re now seeing disconnected teams, a fall in performance and facing the threat of resignation; all of which is going to take weeks to resolve and months to heal. That’s why silence isn’t the answer; action is. Read on to explore:
By the end of this article, you will have actionable steps you can take to reduce the impact of conflict in your workplace.
Many managers believe stepping into the middle of an argument will create more pain and discomfort for everyone, especially themselves. So they justify not doing it and here are their top three reasons:
Yet, when managers tackle conflict early, you:
The problem is, managers rely on silence instead, which is one of the worst options they could choose.
Silence isn’t neutral; it implies tolerance. Individuals think their behaviour’s acceptable and their stance is being supported. Positions harden, conflict spreads (within and between teams) and the initial issue is long forgotten as more people get drawn in.
Conflict often starts small and grows quickly. Here are three things to look out for, and what to do about them:
1. Side conversations increase
As positions become set, observers take sides. Time gets lost through side conversations and meetings feel guarded as alliances form. Decisions slow down or go around in circles. And people start working around individuals rather than pulling them in like they used to.
This shift is subtle, but visible. It’s a sign psychological safety is disappearing and performance and motivation will follow.
Next steps: Train managers to spot the pattern and name it, calmly and without judgement. Create a safe space where conversations can happen to address the issue. Provide structure to move the situation forward and focus on creating clarity to prevent escalation.
2. Internal relationships impact action
You recognise there’s a problem, but don’t feel able to step in.
For some conflict situations, especially at a senior level, HR teams can be too close to the involved parties, or there are internal politics to consider. So even well‑intentioned involvement risks accusations of bias and a perception that, rather than being impartial, you’re delivering the company’s preferred outcome.
The result is a delay in action, so views become entrenched and escalation becomes inevitable (and expensive).
Next steps: Bring in an impartial specialist, especially for high-stakes cases. Conflicting parties value the independence and are more open to considering their options. Third-party mediators can secure agreements which internal managers may not achieve and the business moves on with clarity and confidence that the situation is fully resolved.
3. Hoping issues will 'blow over'
This is the silence (or ostrich) scenario. Managers avoid the issue in the hope it will go away. They don’t want to inflame the situation or treat people like children, so they do nothing. Next thing you know, you have a formal grievance and that’s much harder to resolve.
Next steps: Put a timescale against non-action, then step in. Focus on the impact of the conflict and desired changes you want to see. Encourage people to discuss shared interests and begin to rebuild connection. Identify opportunities or training to avoid a recurrence in the future.
Put simply, early intervention improves communication and productivity.
Conflict isn’t inherently bad; leaving it unresolved is.
Handled well, early intervention protects relationships, decision-making and momentum. Yet many organisations rely on formal grievance procedures to resolve conflict. The alternative is a conflict resolution approach which offers:
Early intervention isn’t an easy option, but it is effective. It encourages people to fact-find, follow through, and seek fair outcomes, making relationships stronger and organisations more profitable.
Review the three signs of conflict and look for them in your organisation. Set a clear timeframe for manager action and provide managers with structure and support they need to begin conversations. Engage an external specialist for advice, training, or case management as needed.
Hamilton Nash provides training for managers, impartial advice and independent mediation of complex high-stakes situations. Call us today for a confidential discussion about the conflict situations in your organisation and how best to address them.
