Updated April 25, 2025
Conflict in the workplace is inevitable, simply because people are different from one another. Some of this conflict can be productive, as when it clears the air of unspoken disagreement or results in a creative solution that improves on the status quo. Unfortunately, much conflict, however justified the cause, can manifest in hurtful ways that include insults or bullying, aggression, refusal to cooperate, or ignoring or ghosting others
Protracted or poorly resolved conflict can lead to emotional stress, decreased productivity, project failure, absenteeism, turnover and a generally negative and toxic work environment for all — even for those not directly involved in the conflict. To create a healthy, harmonious and safe environment where people can thrive, workplace conflict needs to be managed with care.
The most effective tool for preempting, defusing and learning from such conflict is clear communication. This includes communication from an organizational level, such as setting clear expectations and guidelines for business units and teams, as well as direct communication between individuals. Whether you’re an executive leader, a professional communicator or a people manager, the key to successfully managing conflict is having the presence of mind to differentiate substance from static and steer teams away from ego-driven emotions toward places of mutuality and shared goals.
Where Does Conflict Come From?
Causes of conflict in the workplace can vary, but experts recognize a few key areas worth mentioning.
1. Poor communication and misunderstanding
When messages are poorly or incompletely conveyed or received, conflict is a frequent result. Misunderstanding can come from management or occur between employees and can include things like errors, lack of information and comments taken out of context.
2. Personality and values clashes
When people don’t recognize, understand or accept differences in others, conflicts can arise—especially in today’s hyper-divided political and social environment.
3. Scarcity of resources and overwhelming workloads
When companies lack sufficient resources for employees to do their jobs, pressure to compete for those resources can breed resentment toward leaders or co-workers.
4. Lack of clarity on roles and responsibilities
If job descriptions and roles are not clear, people may find either that they’re stepping on one another’s toes because who does what was never clear, or activities may fall through the cracks because people assume “the other person” was responsible for it.
Additional sources of conflict can include poor management, unfair or discriminatory treatment, inadequate training, lack of opportunities, unhealthy competition, changes to internal systems, mergers, acquisitions or layoffs, or even an unintentional slight or annoying habit that rubs someone the wrong way.
“In conflict, be fair and generous.”
– Lao Tzu
Managing Conflict Through Communication
When it comes to conflict, the basic rules of human-focused communication are more important than ever. Conflict can cloud judgment and prompt a rushed or fragmented response, so facilitating it requires taking a breath and turning to the basics.
The first step is listening. Understanding the root of the problem — and the different perspectives that fuel it — is essential to working toward the best solution. Leaders and communicators can’t afford to react emotionally or be drawn into conflict. Acknowledgment and empathy are key, followed by careful thought about how to respond.
Every conflict will take its own form, and it can rarely be alleviated with a single motion. What remains consistent is the need to communicate with clarity and transparency at every step. Whether it’s in official communications or interpersonal conversation, leaders and communicators need to ensure that all involved understand what is being proposed and the reasons behind it. Everyone may not agree with the result, but they need to be aligned in understanding it.
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Finally, any resolution should encourage a returned focus on shared goals at work. Just as conflict results from a breach of shared expectation, rebuilding those expectations can help heal the rift. Emphasize the common ground all parties share as fellow employees and humans, and invoke common values and culture to reconcile differences of opinion.
When People are Difficult
Sadly, some workplace conflict involves people who are just plain difficult. Such people can cross the line into unethical business behavior, such as being abusive, harassing co-workers, discriminating against people, and violating policies and procedures. In these cases, even the most persuasive communication can fall short.
Difficult or even toxic people often remain in an organization because they are perceived as being highly skilled. Organizations make excuses for the behavior, work around the person and accept the fact that there will be high turnover from this person’s department. This a huge mistake because difficult and toxic people, regardless of how brilliant they are, reduce the productivity of the people around them, which offsets any benefit they may bring. Employees often view unchecked toxic behavior as being condoned by the company, leading some to feel free to do the same or driving others to leave the company to find a better cultural fit.
It is imperative that organizations handle toxic people. Toxic behavior impacts productivity, turnover, morale and the bottom line. This type of toxicity needs to be distinguished from mere disagreement and handled through the people team. Listening can be the key to telling the difference. Many people find it difficult to speak up about a co-worker or leader, so their experience should be taken seriously, not punished.
The same values espoused in the company’s communication need to inform the entire company culture for any of it to be credible. Only then can conflict be leveraged in its truest form: as an unavoidable but often necessary element of growing together as a team and an organization.
Contributors:
Kristin Brownstone
Vice President, Strategist
Kristin has nearly 30 years of experience helping billion-dollar companies make a positive impact on the world. A certified executive coach, author, and public speaker, her expertise has been sought out by leaders at Adobe, Apple, CEMEX, Amazon and numerous other businesses.
Barbara Fagan
CEO
Barbara is the founder of ROI. Named one of Silicon Valley’s most influential women and a lifelong nature lover, author and inspirational speaker, Barbara has devoted her career to improving the lives of employees and strengthening their relationship to their families, their passions and their work.
Jeff Lewonczyk
Director
Jeff is a strategist and award-winning illustrator with a background in theater, music and arts advocacy. A resident of Brooklyn, he directs musical comedies and helps clients connect with their audiences through compelling stories and messaging.
