We’ve all seen it happen time and time again, a small misunderstanding between colleagues quietly grows into something much bigger. Sometimes others get dragged into the dispute, sometimes it impacts attendance, productivity and individual health. By the time HR hears about it, the situation feels frustrating, emotions are high, and it feels like formal processes are the only option left. In extreme cases conflict can lead to tribunal cases and even organisations hitting the headlines. The majority of conflict within organisations comes down to some sort of miscommunication.
But it doesn’t have to be that way. Many workplace disagreements can be addressed quickly, quietly, and effectively through informal conflict resolution like mediation. Often informal resolutions can defuse situations before they escalate.
At Resolution at Work, we’ve seen time and time again that early intervention is not just faster and cheaper than letting things escalate, it’s also better for relationships, team morale, and long-term organisational culture.
Informal conflict resolution involves addressing an issue directly between the people involved, without initiating formal grievance procedures. The option to raise a grievance remains open to employees, but typically using mediation has around an 80% success rate. It’s typically:
Conversational – a respectful dialogue rather than a structured, emotionally charged, hearing
Voluntary – with both parties agreeing to take part
Solution-focused – the goal is to understand each other and find an agreed way forward
Examples include:
A quick one-to-one between colleagues to clarify a misunderstanding- most grievance procedures will have some sort of provision for trying to resolve things informally before going through a formal process
A manager facilitating a short meeting to reset expectations
A mediated conversation led by a neutral third party before things escalate
Small issues rarely stay small if left unresolved. Addressing them early stops misunderstandings from hardening into resentment.
Formal grievance processes can be intimidating and time-consuming. However brilliant your HR department is, getting the courage up to raise a formal grievance and work through what in most circumstances is a lengthy process takes its toll on everyone involved. Formal processes are necessary but a less formal approach helps to reduce anxiety, helping everyone feel more open to compromise before getting into a formal process if one is even needed.
Colleagues still have to work together after a conflict or a formal process. Whilst that clearly isn’t impossible it’s difficult where formal sanctions or reprimands have been used. Informal resolution focuses on preserving trust and respect, not “winning” a case or one person being right or wrong.
Investigations can be lengthy and expensive. They’re an essential process when things go wrong within organisations but if it’s possible to avoid them, in circumstances where they’re not required, that can help to avoid drawn-out hearings. The quicker a resolution, the less disruption to productivity.
Not every conflict is suitable for an informal approach, sometimes situations have moved too far along, the situation just demands a formal approach or the parties involved are not willing to mediate. For example where there are allegations of harassment, discrimination, or serious misconduct these should always be escalated.
Informal resolution works best when:
The issue is relatively recent
The facts aren’t in serious dispute
The relationship is worth repairing
All parties are willing to talk openly and respectfully
At Resolution at Work we have over 20 years experience of supporting organisations to manage workplace conflict. Our team of experts is made up of highly experienced mediators, coaches and conflict resolution professionals from a variety of backgrounds including HR, legal, facilitation and training. Get in touch to see how we can support you:
✉️ info@[email protected]
☎️ 0800 489235
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It is not uncommon for conflict to arise between different teams. This can have considerable impact on both individuals and performance. A number of approaches can be used in this sort of scenario, including neutral assessment, team facilitation and group mediation.
Agreement could not be reached to enter into mediation in this situation and therefore coaching was an alternative support provided to one of the parties. The relationship between a majority shareholder and a shareholder/director was causing conflict. The relationship would be ok at times but disagreements would flare up from time to time and this was beginning to impact on the business.