What Is Workplace Conflict?
Workplace conflict arises when disagreements or tensions occur between employees or between employees and management. These conflicts may stem from differences in values, personalities, work styles, or competition for resources and recognition. If not addressed appropriately, conflict can hinder productivity, damage morale, and create a toxic work environment.
How Can It Be Resolved?
Resolving workplace conflict requires a structured approach that promotes open communication, mutual respect, and fair outcomes. Organisations typically employ a combination of informal and formal mechanisms to address conflict.
Choosing the right approach depends on the nature and severity of the issue.
The informal approach focuses on early resolution through open dialogue, coaching, or mediation without invoking formal procedures. It encourages collaborative problem-solving in a less adversarial setting.
The formal approach involves structured processes such as written complaints, investigations, disciplinary hearings, and adherence to legal or HR policies and practices.
It is typically used for serious allegations or when informal efforts fail.
What is Mediation?
Mediation is an informal conflict resolution process where a neutral third party helps the individuals involved reach a voluntary, confidential agreement. The mediator does not take sides or impose solutions, but facilitates constructive dialogue. Please refer to our previous Blog on Mediation for further guidance.
Mediation is often quicker and more cost-effective than formal procedures, helping to avoid lengthy legal or administrative processes. It also focuses on improving relationships by encouraging understanding and cooperation between all parties involved. On the other hand, formal procedures will offer a clear and structured approach, ensuring consistency and transparency, while also helping the organisation meet legal requirements and maintain accountability through proper records and outcomes.
However, mediation has some limitations. Its outcomes are not legally binding unless formally agreed upon, and it relies on both parties being willing to participate. It may also not be appropriate for serious issues involving legal or policy violations. Formal procedures, while necessary in such cases, can be time-consuming, costly, and potentially adversarial. They may escalate tensions, whereas mediation aims to repair and strengthen workplace relationships
What is the best approach to use?
There are circumstances where an informal mediation approach may be more appropriate than a formal procedure—particularly in cases involving early-stage or low-level workplace conflict, such as personality differences, communication breakdowns, or variations in working styles.
For mediation to be effective, it is essential that both parties are willing to engage openly and constructively. As a voluntary process, mediation should never be imposed; participation must be based on mutual consent. The primary objective of mediation is to rebuild and strengthen professional relationships, enabling the individuals involved to restore collaboration and prevent further deterioration.
When implemented early, informal mediation can be highly effective. It promotes trust, maintains confidentiality, and avoids the formality and potential stress associated with official formal processes. It also empowers employees to take ownership of their issues, which can build a more resilient workplace culture.
Nevertheless, formal procedures play a vital role in organisational conflict management. Mediation may not be appropriate in cases involving serious allegations such as harassment, discrimination, bullying, or significant breaches of company policy. A formal process may also be necessary where previous informal efforts have failed to reach a resolution, or where one or more parties are unwilling to co-operate or are acting in bad faith.
Formal procedures ensure that serious matters are handled with fairness, consistency, and accountability. They also serve to protect the organisation legally and demonstrate a clear commitment to upholding company values and addressing issues in a structured and appropriate manner.
In conclusion, while mediation offers a collaborative and confidential approach to resolving workplace disputes, formal procedures are essential for ensuring accountability and handling serious matters. When comparing both approaches, it is clear to see that in both cases both informal mediation and formal procedures bear their weight. It could be said that neither approach is universally ‘better’ – but the key is knowing when to use which approach. It would be wise for organisations to adopt a tiered approach to dealing with conflict, whereby introducing informal methods such as Mediation as a first step and then escalating to a formal procedure as and when necessary.
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