Article written by Kelly Ouellet | Organizational Psychologist and Accredited Mediator, Organizational Health Consultant
Managing Conflict in the Workplace: Best Practices
What is a conflict?
A conflict arises when there is a divergence of viewpoints, interests, needs, or values between two or more people. It is not always an open confrontation. Sometimes, conflict is latent and subtly influences workplace dynamics. Far from being abnormal, conflict is a natural component of organizational life.
The goal is therefore not to avoid conflict at all costs, but rather to recognize it, understand it, and manage it constructively (De Dreu & Weingart, 2003).
Linked to interpersonal relationships
Linked to work tasks
Linked to work processes
Linked to values and strategic vision
Are there different forms of conflict?
In the workplace, several forms of conflict can arise. Relational conflicts, often linked to emotions, perceptions, or interpersonal tensions, can weigh on the collaborative climate. Task‑related conflicts, on the other hand, focus on the content or method of work; they may involve differing goals, competing priorities, or contrasting approaches to achieving an outcome (De Dreu & Weingart, 2003).
In addition, process‑related conflicts may arise, which concern the organization of work itself, such as role distribution, procedures, or timelines. Finally, some disagreements stem from differences in values or strategic vision, touching on deeply held beliefs or the organization’s fundamental orientations.
What are the common causes of conflict?
The causes of conflict vary. They may stem from ineffective communication, unclear objectives, limited resources, different work styles, or rapid organizational changes without adequate support. A perceived lack of recognition or respect can also play a significant role in the emergence of tension.
Can there be consequences when a conflict is poorly managed or ignored?
When poorly managed or ignored, conflicts can have significant negative consequences: deterioration of the work climate, decreased motivation, weakened collaboration and trust among colleagues, increased stress and absenteeism, loss of productivity, and higher turnover rates.
What are the benefits of recognizing, understanding, and managing conflict?
When conflicts are addressed in a healthy and effective way, they can generate significant positive outcomes. In particular, they can help improve communication, strengthen trust and relationships within teams, and stimulate innovation and creativity through the exchange of differing ideas (Edmondson, 1999).
They also promote a better understanding of roles and objectives and can increase employee engagement when individuals feel that their concerns are heard and respected. By fostering a climate of psychological safety, organizations thus encourage collective learning and performance (Edmondson, 1999).
What are some tips for managing conflict effectively?
To fully benefit from constructive conflict management, it is essential to act quickly, actively listen to all parties involved, distinguish facts from perceptions, and seek solutions that benefit everyone. More broadly, this involves cultivating an organizational culture where dialogue is valued, differences are seen as learning opportunities, and tensions can be transformed into drivers of performance.
Internal interventions, led by managers or human resources professionals, may include individual or group meetings to clarify facts and perceptions, the creation of safe spaces for dialogue, the reframing of expectations and objectives, as well as supporting the parties in developing a shared action plan.
In more complex situations, the involvement of a neutral and objective third party, such as an external consultant specializing in conflict management, can add significant value. This professional acts as an impartial facilitator, allowing the parties to express their perspectives within a structured framework, identify balanced solutions, and rebuild trust. Consultants can also conduct a broader organizational diagnosis to identify the systemic causes of tension and recommend preventive measures, thereby helping to create a healthier and more collaborative work environment. These external experts may also offer targeted training in communication, emotional intelligence, and conflict management to strengthen relational skills across teams.
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References
De Dreu, C. K. W., & Weingart, L. R. (2003). Task versus relationship conflict, team performance, and team member satisfaction: A meta-analysis. Journal of Applied Psychology, 88(4), 741-749. https://doi.org/10.1037/0021-9010.88.4.741
Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383. https://doi.org/10.2307/2666999