Interpersonal Workplace Conflict
In this newsletter I provide guidance on how to effectively address interpersonal conflict in the workplace before it escalates into allegations of bullying or harassment.
As a licensed investigator of harassment and bullying, sexual harassment and general investigations, I see first-hand the lost opportunities within organisations to take proactive steps to manage these disputes before they escalate into formal complaints requiring independent investigation.
The key is to be proactive and identify when interpersonal difficulties and disputes first begin occurring. This requires the organisation to create an environment where all members can proactively raise issues, either on their own behalf or when they observe escalating tensions between others.
Early intervention and action are essential to creating a process through which individuals experiencing interpersonal difficulties can seek support. Good communication and leadership are critical. Having guidelines and company policies that set out processes to help address and resolve interpersonal conflict is a sound investment. Let me know if you would like more information about these processes.
I have seen well-managed internal mediated conversations between individuals or groups experiencing difficulties constructively address disputes for the benefit of all stakeholders before matters escalate. Providing information to help team members understand their own personality preferences and those of others can create more tolerance, flexibility and a willingness to adapt when disagreements and disputes occur.
If matters have escalated and a formal complaint has been made, I recommend engaging a licensed independent investigator, such as myself, to ensure you meet your obligations as an employer.
There is a wide variety of behaviour that can qualify as bullying. It can be physical, verbal or relational and social, such as excluding someone from a peer group or spreading rumours.
Workplace bullying is not:
- One-off or occasional instances of forgetfulness, rudeness or tactlessness
- Setting high performance standards
- Constructive feedback and legitimate advice or peer review
- A manager requiring reasonable verbal or written work instructions to be carried out
- Warning or disciplining workers in line with the organisation’s code of conduct
- A single incident of unreasonable behaviour
- Reasonable management actions delivered in a reasonable way
- Differences in opinion or personality clashes that do not escalate into bullying, harassment or violence
Investigations must follow a formal, structured process of inquiry. Obtaining an independent report into allegations helps avoid a conflict of interest for the organisation and ensures it meets its obligations as an employer.
If you have received a complaint and would like more information about how to respond, please feel free to contact me to discuss it.
