The Conflict Expert

There is something uniquely clarifying about sitting on an employment tribunal. You see workplace conflict at its most entrenched stage, when positions are fixed and relationships feel beyond repair.

During my time as a panel member at the United Nations, one thing became clear. Most disputes do not begin as complex legal issues. They begin as everyday workplace tensions that were not handled well.

These are the patterns I observed, and the lessons both employees and managers need to understand about workplace conflict.

Employment Tribunal Lessons on Communication Breakdown

A consistent theme across cases is the absence of clear and timely communication.

Managers often believe expectations are understood. Employees often feel unsure but choose not to seek clarification. Over time, this creates a gap. That gap is where assumptions grow, and assumptions are where conflict takes hold.

In many cases, it was the lack of communication that caused the tension; this turns into perceptions which are often coloured by our misunderstandings, our fears or our hopes.

What this means in practice:
Clarity is a responsibility. Managers need to communicate expectations explicitly and consistently. Employees need to feel able to ask questions without fear of judgment.

Employment Tribunal Lessons on HR Policies and Performance Management

Another recurring issue is the failure to follow internal processes.

Performance management procedures are often applied inconsistently. Reviews are missed or rushed. Feedback is not documented. HR is brought in too late, when positions have already hardened.

This creates both procedural risk and relational damage.

When policies are not followed, decisions begin to feel subjective. Trust is eroded, and conflict becomes more likely.

What this means in practice:
HR policies are there to create fairness and consistency. They are not optional. Managers should work in coordination with HR early, not as a last resort. This is so important as it ensures fairness, neutrality and equality of treatment. To do otherwise, makes people feel that they are not important, unseen or unworthy of equality. When the ego is harmed, conflict often ensues.

Lack of Early Conflict Resolution Support

Many disputes reach a tribunal because no one stepped in early enough.

Employees may feel isolated or unsure how to raise concerns. Managers may avoid difficult conversations because they do not feel equipped to handle them. Without support, issues intensify.

By the time formal action is taken, the conflict feels personal and deeply rooted.

What this means in practice:
Conflict resolution is a skill. It requires active listening, emotional awareness, and a willingness to engage early. Organisations that invest in these skills reduce escalation significantly.

Cultural Differences and Workplace Behaviour

Workplace diversity brings strength, but it also requires clarity.

One of the more sensitive issues that arises is the explanation of behaviour through cultural context. While culture shapes communication styles and social norms, it does not remove the expectation of respect in the workplace.

Some behaviours may be intended as humour or informality. However, if they are experienced as offensive or inappropriate, the impact cannot be dismissed.

Implementing shared standards of behaviour and expectations is imperative in avoiding misunderstanding.

What this means in practice:
Cultural awareness should deepen understanding, not justify behaviour that undermines dignity. Managers play a critical role in setting clear expectations about acceptable conduct.

When Workplace Conflict Feels Unresolvable

By the time cases reach an employment tribunal, the language often shifts. Words like broken, toxic, and impossible begin to appear.

Yet in many situations, it is clear that the conflict did not have to reach that point.

Even late in the process, a shift in approach can change the dynamic. A willingness to listen, acknowledge impact, and engage without defensiveness can begin to rebuild trust.

A softer approach is not a weaker approach. It is often the most effective one.

What this means in practice:
It is rarely too late to change how conflict is handled. Small shifts in tone and intent can reopen conversations that seemed closed.

Final Thoughts on Workplace Conflict

Employment tribunals show us the end of the story. What they also show is how many opportunities there were to write a different ending.

For employees, the lesson is to raise concerns early and seek clarity.
For managers, the responsibility is to lead with consistency, fairness, and awareness.

Both parties should do their best to find the courage and skill to communicate with each other more skilfully. It is, after all, a two way street.