Warning signs not to ignore
- Conversations moving more and more to writing, or stopping altogether.
- Tense meetings, or people who no longer speak up.
- Indirect complaints: “I don’t want to make a fuss, but…”
- More absences or requests to change teams.
A four-step method
- Name the issue: describe what you observe, without judging or looking for someone to blame.
- Listen separately: meet each person individually to understand how they see the situation.
- Bring people together around facts: lead a meeting focused on facts, concrete irritants and shared goals.
- Agree and follow up: set specific commitments and a time to review progress.
Conflict or harassment?
A conflict is a disagreement between people, sometimes intense, that can be resolved through dialogue. When behaviour becomes vexatious, repeated and undermines a person’s dignity, it may be psychological harassment. The employer must then apply its policy and handle the situation through the established process.
When to bring in an outside party
When trust is broken, when the manager is part of the conflict, or when a complaint is filed, a neutral outside intervention protects everyone, including the organization.