Many believe that worldwide strife, political discord, job instability, rising living costs, and prejudice, coupled with a surge in controlling and authoritarian behaviours, are forming a perfect storm.

This is reflected in the workplace, where communication deteriorates, conflicts intensify, isolation increases, and individuals seek affirmation from like-minded colleagues.

According to LiveCareer 87% suffer from work-related fears and Acas.org.uk estimates that approximately 485,000 employees resign each year due to conflict. 

So how can we achieve a workplace ceasefire and reduce tension?

Prepare for dialogue, not for war

The four primary reasons of workplace conflict:

  1. When there is power play between individuals.
  2. When there is a powerful desire to be seen as being in the right (morally, legally etc).
  3. When there are unmet needs and differing interests.
  4. When there is an interaction and communication breakdown, followed by demonisation and active alienation. 

Why is shifting workplace mindset from adversarial to collaborative so crucial?

Mediation is becoming a widely required business tool across the legal and commercial sectors in the 21st century. We have become professional jugglers of tasks, and we have so many choices and stresses it can be easy for others to influence, manipulate or bully us to suit their agenda and needs. 

In the Tomorrow’s Company Inquiry in 1995, one of the key findings was an adversarial approach is one of the main factors preventing companies from operating at their highest potential. Adversarial mindsets feed into the breakdown of communication and division creation. 

We need differing opinions, but obstinance, ignorance, societal divides and an inflexible viewpoint, combined with an inability to listen, will reduce productivity, collaboration and open and honest dialogue and will create an environment or culture of fear.  

So often we are ill-equipped for challenges in the workplace

‘The Nowhere Abyss’ is an immediate refuge but may be a place we later regret entering, rather than choosing to cross ‘The Bridge of Courage’. 

Many adversaries question that agreeing to a ceasefire makes you look weak.  The answer is no. It requires foresight and courage.  


So how can you secure an office conflict ceasefire?

How can we do better in times of change, challenge and crisis? 

So often we are ill-equipped for challenges in the workplace, and we have issues, experiences and trauma that shape our decisions, but we can have the courage and commitment to leave behind whatever no longer serves us well. 

The sense of travelling lighter and not being weighed down by the baggage of ill feelings and conflict can be liberating, as well as productive.