In meetings, only the bare minimum is said. Two team members avoid each other, information “happens” not to get through, and camps have formed in the kitchen. The manager has already had two conversations. Nothing has improved.
Team conflicts are part of everyday working life. They become a problem when they get stuck. Then they cost energy, productivity and often good people. This article shows how to tell when a team conflict needs outside support, how workplace mediation works and what managers can do themselves.
Key points at a glance
- Workplace conflicts are normal. They become expensive when they escalate and are no longer addressed openly.
- Managers spend around 15 percent of their working time dealing with conflict, according to the Hernstein Institute.
- Mediation is suitable when the people involved need to keep working together and internal conversations no longer help.
- An external mediator is impartial and not part of the hierarchy. That creates trust.
- Acting early pays off: the earlier the mediation, the faster and cheaper the solution.
Typical team conflicts
- Task conflicts: different views on goals, priorities or approaches.
- Role and distribution conflicts: who is responsible for what? Who gets which resources, projects or recognition?
- Relationship conflicts: personal dislike, hurt feelings, mistrust.
- Conflicts with managers: unclear expectations, perceived unfairness, communication problems.
- Conflicts after change: new structures, mergers or a change of leadership bring existing tensions to the surface.
In practice, these levels overlap. An argument about a deadline is often really an argument about recognition.
Warning signs: when a team conflict needs help
Conflict researcher Friedrich Glasl describes nine stages of escalation. In the early stages, the people involved can usually still resolve the conflict themselves. At the latest when coalitions form and the other person is seen as an opponent, a neutral third party helps. Typical warning signs:
- Conversations are avoided or only happen in writing.
- Camps form within the team.
- Mistakes are collected and passed on instead of being solved together.
- Sick leave, thoughts of resigning or complaints increase.
- Conversations with the manager have changed nothing, or the manager is part of the conflict.
What a conflict costs the company
Unresolved conflicts have a price, even if it never shows up on a balance sheet: time spent on coordination that does not work, falling motivation, more sick leave and staff turnover. When an experienced employee leaves, recruiting and onboarding a successor costs many times more than a mediation. How mediation costs are made up is explained in the article How much does mediation cost?
How workplace mediation works
- Clarifying the mandate with the company: With the manager or HR, I clarify the framework: who is involved? What is the goal? Which results will be reported back, and what stays confidential?
- Individual conversations: I have a confidential preliminary conversation with each person involved. This way I get to know every perspective and build trust.
- Joint sessions: In a protected setting, the issues are discussed, the underlying interests clarified and solutions developed. More on the process in What is mediation?
- Agreement: The participants record what they will concretely change: responsibilities, communication rules, next steps.
- Follow-up: After a few weeks, we check together whether the agreements are holding.
Confidentiality: what does the employer learn?
This is one of the most important questions for the people involved. The content of the conversations remains confidential. The company only learns what was agreed jointly in advance, for example whether an agreement was reached and which measures will be implemented. Without this confidentiality, no one would speak openly.
What managers can do themselves
- Address it early: name tensions before they become entrenched.
- Listen rather than judge: talk to both sides individually before taking sides.
- Create clarity: many conflicts arise from unclear roles and responsibilities.
- Know your limits: if you are part of the conflict yourself or hold the role of line manager, an external person is often better placed.
Mediation, team coaching or employee counselling?
Mediation fits when a specific conflict between people needs to be resolved. Business coaching helps managers and teams develop how they work together. And external employee counselling offers individual employees confidential support, including with stressful conflicts. The formats often complement each other.
Questions for self-reflection
- How long has the conflict existed, and what has changed since then?
- What is the conflict already costing the team today?
- What role do I play in this conflict myself?
Frequently asked questions
Can an employer order mediation?
The employer can offer and fund mediation. But mediation depends on voluntariness. Forced participation rarely leads to lasting solutions.
How long does team mediation take?
With two people involved, two to four sessions are often enough. Larger teams add individual conversations and several joint meetings.
What if the manager is part of the conflict?
Then an external, impartial mediator is especially important. In that case, the manager takes part as a party, not as the decision-maker.
Is mediation available in English?
Yes. For international teams in Vienna, I also mediate in English.
Resolving it together
If a conflict in your team has got stuck, I am happy to support you with a confidential mediation. You will find more about my services on the page Mediation in Vienna, or write to me via the contact form.
Sources
- Glasl, F.: Confronting Conflict: A First-Aid Kit for Handling Conflict. Hawthorn Press.
- betriebsrat.de: Conflicts cost money, citing the Hernstein Institute (German)
- oesterreich.gv.at: Principles of mediation (German)
