Managing conflict in the workplace has become a daily manna. Demands, rivalries, hierarchical observations, mistrust… The forms these conflicts take are numerous and complex, and their consequences are detrimental to the health of the business. How do you re-establish contact and serenity between employees of the same company when trust has been put to the test?

While some conflicts have visible effects (refusal to collaborate, minimal and violent communication), others have more invisible consequences (withholding information or even disseminating false information). We also observe inexplicable blockages on key projects for the company, or slowdowns in the implementation of action plans. These sabotage situations affect company performance.

There are as many conflict situations as there are companies, but there are 9 main categories:

• Conflicts of interest ;
• Identity conflicts;
• Conflicts of authority;
• Generation conflict;
• Conflicts of opinion;
• Underground conflicts ;
• Repressed conflicts ;
• Declared conflicts ;
• Misunderstandings.

The first rule of thumb is to be proactive, because the longer you wait, the more likely the conflict will escalate. The second is undoubtedly to renew the dialogue that has often been broken off. A true mediator, the line manager must observe and analyze without judging, in order to ease tensions over the long term, while reinforcing team spirit.

Other methods have also proved their worth in managing conflict within organizations. These include regular meetings, both formal and informal. We can’t emphasize enough the importance of outings with colleagues, relaxed afterworks or strategic seminars. Training in non-violent communication is an essential skill, as are caring and empathy. Remember, if the emotion is there, it’s very difficult to bring employees back to their senses.

Specialists in critical situations, Transition Managers are the people best equipped to manage conflict within a company. There are generally two situations in which they can be called upon: to fill in at a moment’s notice when a manager is absent, or to manage a change in the organization. As their mission and presence are limited in time, they have the advantage of not being burdened with, or polluted by, the company’s history. The result is a fair and measured analysis of situations, always in the company’s best interests.