Employers have a duty to prevent psychological harassment, including by implementing a policy for preventing and addressing harassment. These policies often provide that, as a first step in addressing a problematic situation, employees should speak directly with the person concerned when something is troubling them. Easier said than done… but is this realistic? Are employees truly empowered and equipped to navigate these often delicate conversations?
Conflicts are also among the main risk factors that can lead to workplace harassment.1 Effective conflict management is therefore an important prevention tool.
Yet only a limited proportion of employees feel empowered to manage their own conflicts, despite their central role in these situations2. Without the necessary tools, confidence and support, the responsibility employers expect employees to assume remains theoretical.
Conflict escalation: a phenomenon that should not be underestimated
Conflict escalation is the process by which an initial disagreement, often limited in scope and manageable, gradually becomes more intense, emotionally charged and difficult to resolve.
At first, conflicts generally involve minor disagreements, such as differences over the allocation of tasks or how work is organized. At this stage, dialogue remains possible, and the employees involved can generally find a solution without drawing on significant resources.
As the conflict progresses, it becomes more personal. The parties become polarized, their positions harden and communication deteriorates. Emotions play an increasingly prominent role, and a third party, often a manager, must step in to facilitate dialogue.
At a more advanced stage, communication may break down entirely. The conflict can then lead to a toxic work environment, harassment complaints or employee departures, with significant consequences for both individuals and the organization3.
The key point is that the earlier a conflict is addressed, the easier it is to resolve. Prompt intervention helps reduce the risk of escalation. When the right conditions are in place, employees have the potential to resolve conflicts quickly, as soon as they arise.
This does not call into question the essential role managers play in workplace conflict management. Rather, it invites us to consider the potential benefits of encouraging employees to take greater responsibility from the outset of a disagreement. This approach can both improve the effectiveness of conflict management and make better use of organizational resources.
What conditions are needed for employees to take responsibility for managing conflicts?
For employees to manage their conflicts effectively and proactively, before they begin to escalate, organizations must create an environment that supports healthy, proactive dispute resolution. This requires a few essential conditions.
1. Conflict management must be an integral part of the organizational culture
Conflict management cannot be viewed as an exceptional measure or a process reserved for times of crisis. Instead, organizations must normalize the understanding that disagreements are part of working life and can be addressed constructively. This requires clear messages from leadership, consistent policies and management practices that promote open communication, respect and collaborative problem-solving4.
2. Employees must have the necessary conflict management skills
Knowing how to express disagreement, listen actively, manage emotions and seek mutually satisfactory solutions does not come naturally to everyone. These skills must be developed through training, coaching and practical tools. Without them, employees may avoid conflicts or handle them poorly, increasing the risk of escalation5.
3. Employees must have access to qualified support
Whether provided by a trained manager, a human resources professional or a neutral third party, qualified and accessible support is essential. When needed, these individuals can coach employees involved in a dispute, helping them apply conflict resolution methods independently and put their learning into practice. They can also intervene when a situation exceeds the parties’ ability to manage it on their own. This support helps structure discussions, restore dialogue and prevent relationships from deteriorating6.
