When we hear about conflicts in the workplace, the general assumption is that the workplace is toxic and there is trouble brewing at the organisation, but this is not always true.

People assume that conflicts indicate a bad premonition; something is wrong, and it is time to quit if one experiences such conflicts. However, the reality is that workplaces that experience and manage these conflicts are a sign of a healthy, functioning and growing organisation. And, often the workplaces that seem peaceful are in trouble the most because behind the film layer of peace are unresolved issues, suppressed tensions, unspoken disagreements and silent resentments that are only a step away from exploding.

What workplaces need isn’t less conflict, it requires a better handle on managing it. Disputes and disagreements can often serve as a source of inspiration and growth, propelling the company toward new heights through curiosity and innovation. However, we frequently view conflict through a singular lens, namely destruction.

This is true; conflicts can be destructive when mishandled.

Suppose we, as a manager or team leader, ignore the minor conflicts and disagreements or signs of aggression between team members. In such instances, this frequently escalates into problems that can have serious repercussions for both the individuals concerned and the organisation. So, the simple answer to any conflict is to address it as soon as possible, which sounds easy enough. Still, the problem arises because of natural human behaviour.

People naturally avoid conflict, and when it does occur, they pretend it isn’t there. Managers sweep the awkward conversations under the carpet, and other colleagues avoid bringing them up. But the problem doesn’t go away because it isn’t talked about; it only delays the issues from being brought up in a much worse condition. And, for the leader that doesn’t address such issues, trust from the employees slowly starts to degrade to the point where employees slowly feel disconnected from the workplace. This doesn’t mean that the employees will quit the workplace, but it does mean that they won’t show the dedication they once showed.

Unaddressed issues can slowly foster resentment, dissatisfaction, and disappointment among employees. Over time, these emotions result in demotivation, reduced morale, and lower job satisfaction, ultimately contributing to employee turnover.

So, how do we address these conflicts? The first step is to identify the issue. Often, conflicts start with small disagreements that can escalate into significant problems later. Therefore, it is crucial to address these issues early on.

Suppose two employees seem to disagree with each other more often than others. In that case, it is necessary to find out why it is happening and whether the root cause is a clash of personalities, miscommunication, unclear responsibilities, or something deeper, like competition for recognition or resources. Then we can take steps to solve it. This could mean separating the individuals into different teams, clarifying roles, mediating conversations between the individuals, or even adjusting the team dynamics.

The goal isn’t to assign blame, but to create understanding and find a workable path forward that strengthens collaboration rather than allowing resentment to grow.

And, if the employee is in conflict with the manager, it is the duty of the manager to understand why it might be happening. The manager must remain impartial and respectful: focus on concrete actions and impacts rather than assigning blame. Often, conflict arises from unclear goals. The manager needs to review and set clear roles, responsibilities, and performance standards together with the employee. Weekly one-on-one meetings are an effective method to do this.

However, these steps only work if the leader is effective and understands the increasingly changing dynamics of the workplace. Too often, we see incompetent and ineffective individuals at positions of power who don’t appreciate their employees. These individuals don’t know how to communicate and rather blame others when issues arise. Conflict resolution with such leadership is not possible.

Managers and team leaders should be trained not only to do the job but also to understand their team’s feelings. They must learn to ask deeper questions, listen actively, and recognise when disagreements are healthy versus harmful. This takes time, but it is necessary if the organisation is to grow. After all, most individuals don’t quit the organisation; they quit their incompetent managers.

Finally, something all organisations need to strive for is to build psychological safety in their workplace. Employees must know they won’t be shamed or punished for speaking up. Employees need to understand that their disagreements and problems can be addressed without causing them any issues down the line, and the organisation values them as an important member of the workplace and not just as a number.

Managing conflict in the workplace isn’t about always keeping everyone happy. It’s about creating a culture where people can disagree without fear, solve problems together, and move forward stronger. That takes skill. It takes intention. And most of all, it takes courage, especially in the form of competent managers who can go that extra mile.