Resolving Workplace Conflicts: Strategies to Protect Your Well-Being and Foster Positive Relationships
Unraveling workplace conflicts can transform a tense environment into a growth-centric one. This article dives into practical strategies for conflict resolution, enriched with insights from seasoned professionals in the field. Discover techniques that foster well-being and promote a collaborative workspace.
- Practice Active Listening and Mindfulness
- Use DISC to Understand Conflict Styles
- Balance and Empathy Resolve Workplace Conflicts
- Pause, Process, Address for Conflict Resolution
- Cool-Down and Clarify Technique
- Focus on Open Communication and Regulation
- Separate Person from Problem in Conflicts
- Focus on Issue, Not the Person
- Calm Follow-Up Discussions for Conflict Resolution
- Address Conflicts Head-On with Respect
- Peer Mediation for Effective Conflict Resolution
- Use Empathy to Mediate Workplace Disputes
- Disagreements Can Lead to Better Solutions
Practice Active Listening and Mindfulness
Handling workplace conflicts effectively requires a balance between self-care and fostering a positive resolution for all parties involved. Prioritizing empathetic open communication and self-awareness are key to effective, sustainable conflict resolution. I recommend practicing active listening with a mindset of curiosity rather than defensiveness. By truly understanding each person’s concerns, you create a space where they feel heard and valued, which often de-escalates tension. Engaging in mindfulness is how I am able to resist my innate impulse to respond reactively. Pausing before responding and taking deep breaths will promote thoughtful dialog.
Scott Levin
Founding Attorney and Mediator, San Diego Divorce Mediation & Family Law
Use DISC to Understand Conflict Styles
Workplace conflict isn’t necessarily a bad thing, and depending on how it’s interpreted and dealt with it can lead to growth and greater trust on teams.
A psychometric tool such as “DISC” can really help to understand how you and others view conflict. Let’s say one team member is frustrated by the “slowness” of another, and that team member feels pressured by the “unreasonable expectations” of their peer—it could be viewed as conflict in the making.
But if you understand your own preferred DISC communication and energy management style, as well as that of your team member you can learn to better communicate your need for boundaries or reassess the urgency of high expectations, depending on the situation.
That way, we honor our needs and preferences, along with the needs and preferences of others, thereby paving the way towards greater transparency and trust.
Sylvia Larrass
Executive Coach, Sylvia Larrass Voice and Leadership Excellence
Balance and Empathy Resolve Workplace Conflicts
Navigating workplace conflicts is like walking a tightrope—it requires balance, careful steps, and a focus on where you’re going. You want to resolve the issue, but not at the cost of your own well-being or your colleagues. It’s a delicate dance but worth mastering for a healthier and more productive work environment. One approach I’ve found particularly effective and one I’d recommend to anyone, centers around empathy and open communication, seasoned with a dash of self-awareness.
Before wading into any conflict, take a moment to check in with yourself. Are you stressed, hungry, or simply having a bad day? Our internal state can dramatically color our perception of a situation. If you’re not in the right headspace, it might be best to postpone the conversation. Approaching a conflict with a clear and calm mind makes a difference.
Next, put yourself in the other person’s shoes. Why might they be acting the way they are? What pressures might they be under? Empathy doesn’t necessarily mean agreement, but it does mean trying to understand the other perspective. It creates a bridge of understanding, making it easier to have a constructive conversation than a defensive argument.
Now comes the communication part. This communication isn’t about firing off a terse email or cornering someone in the break room. Instead, schedule a time to talk privately and uninterrupted. Start by clearly and calmly stating your perspective, focusing on the facts and how the situation impacts you and your work. Avoid generalizations or personal attacks. Stick to the specifics: “When X happened, I felt Y, and it impacted my ability to do Z.” This gives the other person concrete information to work with.
Then, and this is crucial, truly listen to their response. Please don’t interrupt or plan your rebuttal while they’re speaking. Listen actively, asking clarifying questions to ensure you fully understand their perspective. You might be surprised by what you learn. Perhaps there’s a misunderstanding, a miscommunication, or even an external factor you weren’t aware of.
Once you both feel heard, it’s time to find a solution that works for everyone. This solution may involve compromise, a shift in responsibilities, or more precise communication protocols. The key is collaborating and finding a path that respects everyone’s needs and contributes to a more positive working relationship.
Steve Fleurant
CEO, Clair Services
Pause, Process, Address for Conflict Resolution
I believe workplace conflicts should be handled with clarity, empathy, and a solutions-first mindset—but without sacrificing anyone’s well-being, including my own. One approach I swear by is “Pause, Process, Address.”
- Pause – When a conflict arises, I take a step back before reacting. Knee-jerk responses often escalate tensions, so I give myself a moment to breathe, reflect, and approach the situation with a clear head.
- Process – I make sure to understand all perspectives involved. This means listening actively, asking open-ended questions, and identifying the root cause rather than just surface-level disagreements.
- Address – Once I have the full picture, I facilitate a conversation that’s solution-oriented, not blame-driven. I encourage open dialogue, focusing on mutual understanding and actionable next steps.
To protect my own well-being, I also set emotional boundaries—I remind myself that not every problem needs an immediate fix and that a calm, thoughtful approach always leads to better outcomes. Prioritizing respect and resolution over reaction creates a healthier, more positive workplace for everyone.
Cool-Down and Clarify Technique
I’ve discovered that staying calm and addressing conflicts proactively is key for my well-being, and the team’s. One technique that I have found helps is the “cool-down and clarify” technique–walking away before addressing an issue directly with facts instead of emotions.
One notable scenario occurred between our operations and sales teams regarding shipment timelines. Sales had made a promise of faster delivery time to a customer that we couldn’t honestly keep, and, needless to say, operations had to scramble everything to make it happen. Rather than allowing my frustration to boil over, I stopped myself from getting involved and facilitated a discussion between the two teams. Instead of blaming each other, I asked both sides to walk me through their obstacles—sales explained how they felt the pressure to close deals, and operations explained the logistical realities. Rather than pointing fingers, this time it was about a real solution.
By the end of the meeting, we established a new internal process: sales would gain direct access to real-time carrier timeline information instead of making promises to customers based on the information provided in the operations queue, and operations would create and send weekly emails detailing our capacity. Not only did this avoid future conflicts, but it also led to 18% fewer shipment delays and a more collaborative workload between both teams.
Robert Khachatryan
CEO and Founder, Freight Right Global Logistics
Focus on Open Communication and Regulation
I handle workplace conflicts by focusing on open communication and emotional regulation. Whenever tensions arise, I make it a priority to step back and assess the situation before responding. Reacting impulsively only escalates the issue, so I take a moment to consider the other person’s perspective. This helps me approach the conversation with a level head rather than from a place of frustration.
One approach I recommend is addressing conflicts early before they build up into something bigger. I schedule a one-on-one conversation in a neutral setting where both sides can speak openly without distractions. I also use active listening, repeating back key points to ensure clarity and to show that I genuinely understand their concerns. By prioritizing resolution over winning an argument, I create an environment where solutions come faster and relationships remain intact. This approach has not only helped me maintain a healthy work environment but has also strengthened professional relationships over time.
Georgi Petrov
CMO, Entrepreneur, and Content Creator, AIG MARKETER
Separate Person from Problem in Conflicts
Too many professionals take workplace conflicts personally—but most of the time, it’s not about you. A disagreement over a project might not be a personal attack on your abilities. A tense conversation with a colleague doesn’t mean they dislike you. A manager’s critical feedback isn’t a sign that you don’t belong. When we take conflicts personally, we make assumptions about intent, let emotions drive our responses, and create unnecessary stress for ourselves.
So the key to handling conflict while protecting our well-being is to separate the person from the problem. When emotions take over, conflicts become personal battles rather than productive discussions. So instead of seeing someone as an opponent, shift your mindset to see them as a collaborator in finding a solution. The moment you focus on resolution rather than blame, the tension de-escalates.
So before you assume someone is being difficult just because, pause and ask yourself:
- What else could be driving their behavior? (Pressure, deadlines, unclear expectations?)
- Is this really about me, or is it about the situation?
- If I were in their shoes, how would I see this issue?
- Am I reacting to the actual issue or to how it makes me feel?
- Have I clearly communicated my expectations, or am I assuming they should just “know”
- What is this person not saying that could be influencing their response?
At the end of the day, conflict isn’t a battle to win—it’s a “challenge to navigate.” And the most successful professionals aren’t the ones who avoid conflict—they’re the ones who turn it into progress.
PS: Also always remember that the way you handle conflicts shapes not just your relationships but also your reputation.
Sylvie Di Giusto
Keynote Speaker & Author | Helping Professionals Lead Better, Sell Faster, Persuade Instantly, Sylvie di Giusto
Focus on Issue, Not the Person
Whenever there is a conflict, I focus on the issue, not the person. This keeps emotions from taking over and helps find a solution without making things personal. When disagreements turn into personal attacks, they escalate quickly, and nothing productive comes from them. Keeping the focus on the actual problem creates space for discussion and makes it easier to resolve things without damaging relationships.
I once had a disagreement with a team member over missed deadlines. Accusing him of being unreliable would have only made the situation worse, so I brought up the pattern of delays and asked what was causing the problem. It turned out he was struggling with an overloaded schedule but had not spoken up. Once we addressed the workload, deadlines improved, and the working relationship remained strong. Keeping the focus on the issue and not on blaming anyone made it possible to fix the problem without unnecessary tension.
Sean Clancy
Managing Director, SEO Gold Coast
Calm Follow-Up Discussions for Conflict Resolution
This is how I handle conflict—I make sure there is communication once tensions have cooled. For example, if someone is frustrating me, I acknowledge my emotions but try to breathe before lashing out and then bringing the situation to a calm follow-up discussion. I also make sure to have the ear of all involved to ensure that everyone feels heard, all the while trying to keep the conflict from escalating in the first place. I encourage “I” statements to be used—”Your credibility is shot when you don’t meet deadlines,” becomes, “I feel frustrated when you don’t meet deadlines.” It creates a safe, respectful focus on myself and those around me.
Amy Mayer
Product Engineer, Shawood
Address Conflicts Head-On with Respect
First off, I try to address any conflict head-on, but always with respect and understanding. I make sure everyone involved has a chance to share their perspective without interruption. You know, sometimes people just need to feel heard. Then, I try to find common ground. What are the shared goals? Where do we actually agree? Building from there can help bridge the gaps.
One specific approach that I swear by is what I call the “walk-and-talk.” If things get heated in a meeting, or if I sense tension brewing between team members, I suggest we take a walk. Getting out of the office environment, into the fresh air, just diffuses the intensity. It allows people to open up differently, and you get to see them as people, not just colleagues with opposing viewpoints.
Matt Little
Owner & Managing Director, Festoon House
Peer Mediation for Effective Conflict Resolution
Conflicts are part of our business since we operate 24/7, handling everything from emergency repairs to complex installations. To manage these effectively while prioritizing everyone’s well-being, I have a system where conflicts are addressed through peer mediation instead of top-down decisions.
I train select team members to act as neutral mediators when disagreements come up. Rather than having management step in right away, employees can go to a peer mediator who helps guide the conversation. The goal is not just to settle an issue but to make sure both sides understand each other and come to a resolution that works for everyone. This shifts conflict resolution from being about authority to being about finding common ground.
Daniel Vasilevski
Director & Owner, Bright Force Electrical
Use Empathy to Mediate Workplace Disputes
I employ perspective-taking and empathy to mediate workplace disputes without compromising my well-being. I don’t lash out in the heat of the moment; I take a step back and consider someone else’s position. More often than not, however, I extend the opportunity to voice any concerns we have in a private one-on-one setting to more professionally air frustrations. A little goes a long way. There’s always a larger narrative, and we are all a larger team with a larger goal. Many times, simply reminding people of the advantages makes them see the silver lining and allows them to work with others, minus the bitterness, for the greater good.
Chris Hunter
Director of Customer Relations, ServiceTitan
Disagreements Can Lead to Better Solutions
I remind my team that disagreements are not necessarily bad. Sometimes, people argue because they care about getting something right. The key is making sure the disagreement does not turn into a personal attack. If a conflict is tied to a business decision, I get everyone to focus on the end goal instead of who is “right.” If it is personal tension between two employees, I set up a direct conversation and guide them toward a practical solution. No one wins when people hold onto grudges in the workplace.
Barbara Robinson
Marketing Manager, Weather Solve