Seeing the Problem

In a survey of workplace conflict conducted by Innerbody earlier this year, and involving 973 participants, a number of significant issues around workplace disputes were highlighted.  Key findings indicate that stress (45%), anger (44%), and frustration (38%) are the top emotional triggers of conflict, with work ethic disparities being the leading cause (54%). Additionally, 68% of male and 62% of female respondents reported that workplace romances had led to conflict. Discrimination, particularly related to gender (33%) and race (28%), also played a significant role in workplace tensions, especially among participants in their 30s.

We might ask why these findings are important. If the conflicts were merely arguments of little or no consequence, then it would be reasonable to put them down to simple human interaction issues and ignore them in terms of management and impact. However, disturbingly, nearly half of the respondents in the survey (51%) wanted to quit due to workplace conflict, with 41% following through. Further, among those in their 30s, workplace conflict also led to a decline in productivity (35%) and an increased likelihood of quitting (59%). It would clearly be very unwise to ignore data of this kind, as it obviously has a massive impact on both productivity and on retention of staff, two crucial elements for any business.

Having highlighted the statistics confirming what appear to be the most common causes of conflict, we might well use these ideas to consider how organisations, and particularly managers and leaders, can firstly recognise why these disputes take place, and secondly consider how they can be, at least in some part, prevented.

Causes of Conflict

Stress, anger, and frustration are significant emotional drivers of workplace conflict, particularly in fast-paced modern work environments. Stress, often arising from high workloads, tight deadlines and inadequate support, can lead to decreased patience and heightened sensitivity to perceived slights or inefficiencies. Anger follows when individuals feel disrespected, undervalued or unsupported by colleagues or supervisors. Frustration builds when employees repeatedly encounter obstacles to achieving their work goals, whether due to poor communication, lack of resources or ineffective team collaboration.

A major factor amplifying these emotions is the disparity in work ethics among colleagues. When employees perceive others as putting in less effort or not meeting shared responsibilities, it generates resentment. Those with a stronger work ethic may feel they are carrying an unfair load, leading to frustration and a breakdown in team cohesion. The perception of unequal contribution fosters anger and mistrust, intensifying workplace conflicts. These emotional and behavioural divergences can disrupt productivity and teamwork badly.

Romantic relationships in the workplace can lead to conflicts due to the blurring of personal and professional boundaries. When colleagues become romantically involved, tensions often arise as a result of perceived favouritism, unequal treatment or conflicts of interest. These dynamics can create resentment among other team members who may feel excluded or disadvantaged. Additionally, when a workplace romance ends, unresolved emotional issues can spill over into the professional environment, leading to awkwardness, reduced collaboration or outright hostility.

Furthermore, hierarchical relationships between managers and subordinates complicate power dynamics, making it difficult to maintain a balanced professional atmosphere. This can lead to concerns about fairness, especially if one partner seems to receive preferential treatment. In such cases, the broader team may experience lowered morale, mistrust and division.

Discrimination in the workplace, whether based on race, gender, age or other factors, creates conflicts by fostering an environment of inequality and exclusion. Employees who experience or witness discriminatory behaviours, such as biased treatment, derogatory comments, or unfair hiring and promotion practices, are more likely to feel marginalised and demoralised. This erodes trust and cohesion within teams, as those subjected to discrimination may feel unsupported or even retaliated against when they speak up.

Discrimination also breeds resentment among colleagues, especially when biased actions are perceived to impact workplace decisions like assignments or recognition. This creates a toxic atmosphere where collaboration breaks down, productivity declines and divisions between employees deepen. The resulting tension often escalates into open conflict, disrupting both personal relationships and organisational effectiveness.

Preventing Conflicts

It is obviously better where possible to stop conflicts from happening in the first place. Having considered some of the main causes of dispute in the workplace, it is now possible to outline some ideas for prevention.

To prevent conflicts arising from stress, anger, and frustration in the workplace, organisations can implement several proactive strategies.

Promote Open Communication: Encourage employees to voice concerns and provide feedback regularly. Establishing channels for open dialogue, such as team meetings or one-on-one check-ins with managers, allows frustrations to be addressed before they escalate into conflict. Active listening and empathy can diffuse tense situations.

Implement Stress-Management Programs: Offering wellness programs, stress-relief workshops, or access to counselling services helps employees manage their stress levels. Providing resources like flexible work hours or remote working options also helps reduce workplace stress and prevents it from spilling into conflicts.

Foster a Supportive Team Culture: Build a collaborative environment where employees feel supported by their peers and supervisors. Celebrating team achievements and encouraging teamwork can reduce feelings of isolation, which often contribute to stress and frustration. A positive work culture promotes mutual respect, reducing the likelihood of conflict.

To prevent conflicts arising from workplace romance, organisations can adopt the following strategies:

Establish Clear Policies on workplace relationships: Implementing a transparent and well-communicated policy on workplace romances helps set expectations and boundaries. These policies should outline acceptable behaviour, the need for disclosure in case of conflicts of interest, and any restrictions on relationships between managers and subordinates. Clear guidelines minimise confusion and potential conflicts.

Encourage Professionalism and Boundaries: Promoting a culture of professionalism ensures that employees understand the importance of separating personal relationships from their professional roles. Regular training on maintaining appropriate boundaries at work can help prevent favouritism, conflicts of interest, or awkward situations that may arise from workplace romances.

To prevent conflicts arising from discrimination in the workplace, organisations can implement the following approaches:

Implement Diversity and Inclusion Training: Regular training sessions focused on diversity, equity and inclusion (DEI) can raise awareness of unconscious biases and promote respectful behavior. By educating employees on the value of diverse perspectives and fostering empathy, these programs reduce discriminatory attitudes and prevent conflicts from occurring.

Create Clear Reporting Mechanisms: Establish confidential and accessible channels for employees to report instances of discrimination. Ensuring that employees feel safe reporting concerns, with assurance that complaints will be handled fairly and swiftly, helps prevent tensions from escalating into conflicts. A zero-tolerance policy for discrimination must be strictly enforced to build trust and deter such behaviours, and it must be seen to operate at all levels of an organisation.

Conflict Resolution

It is easy to see how strife can develop in the workplace, and this article has hopefully pointed from these towards some basic strategies to help prevent issues from developing in the first place.  However, conflicts do develop, and in the follow-up article to this piece there will be a chance to consider some proactive and effective ways of resolving them when they do.

And what about you…?   

  • What proactive steps could you take to prevent conflicts from arising within your team or organisation?
  • What role does communication play in resolving workplace conflicts, and how can you improve your communication to prevent misunderstandings?