Conflict typologies and phases

Conflict in the workplace is a normal phenomenon: we all come from different backgrounds and, when we come into contact with other people, the divergence of positions due to different individual backgrounds comes to the surface, leading to conflict.

Conflict, however, does not have to be seen in a negative way, but on the contrary, it should be seen as an opportunity for confrontation and growth, both personal and professional. That is why it is important to learn to recognise conflict, in the different typologies in which it can decline, to examine the phases in which it develops and to find, through the most appropriate tools, a solution that can satisfy all parties involved.

There are different types of conflict, which can arise for example from miscommunication. This is the case with conflicts that arise due to unclear tasks and roles, which are triggered by a variety of reasons, such as lack of coordination in teamwork, delayed deliveries, incorrect assignment of tasks or a loose definition of responsibilities and tasks between team members. In this case, the conflict can be resolved simply by implementing training and information for employees and co-workers, so that everyone knows exactly what they have to do and in what manner.

Then there are the leadership conflicts, caused by the clash of different positions between people with a responsible role within the company. Everyone, in fact, has a different working style and the lack of communication between leaders can be a dangerous fuse for triggering a conflict, also because it often leads to confusion among employees, affecting work performance. This is why it is essential that there is mutual respect, even between those in top positions.

A third type of conflict concerns working style. In this case, it is not just a matter of differences of opinion between leaders: different approaches to work involve all members of a team and can lead to conflicts. In order to settle them, it is necessary to change perspective on the conflict, considering the heterogeneity of experiences and working styles not as an obstacle but as an asset, and implementing team coordination by orienting it in the direction of achieving common goals.

One form of conflict that is particularly difficult to resolve is that related to discrimination, whether age, ethnicity, sex and gender or related to disability, physical characteristics or religious or political beliefs. Conflicts based on discrimination are very complex to manage, because they arise from a lack of open-mindedness, understanding and acceptance: just the opposite of the virtuous behaviour based on active listening and mutual respect that should be a golden rule in any workplace. Indeed, it should not be forgotten that where discrimination exists, the very good of the company is endangered, because those who feel mocked, isolated and not listened to cannot give their best professionally.

Lastly, there are personality conflicts. Everyone has their own, as well as different ideas and opinions, and having to deal on a daily basis with people who are completely different from us can sometimes be frustrating. However, one must remember that even if one cannot control the behaviour of others, one can do so with the way one reacts to it: overcoming differences helps to improve productivity and to feel better psychologically.

If the recognition of conflict is fundamental to its resolution, it is important to examine the different stages in which it occurs, which can be summarised in five main ones. Only by being clear about them can one understand how to defuse a conflict effectively.

1. The latency phase – In every conflict there is a latent phase, in which problems have not yet surfaced, problems that may be related to the types of conflict listed above, such as differences of opinion or unclear communication. Recognising latent conflicts at an early stage is very important to prevent them from escalating into more serious disputes; to do this, transparent communication must be promoted and space must be left for everyone, so that each team member feels free to express ideas, opinions and concerns without fear.
2. The perceived phase – In this phase, those involved become aware of the tension that is brewing and, because of this, emotional reactions are fuelled and there is a tendency to cling to one’s position. This is why it is important to encourage empathy and active listening, with the aim of unravelling misunderstandings and helping to assume the other’s point of view.
3. The felt phase – When conflict escalates, individuals tend to experience it in a more personal way, bringing out frustrations, anger and resentment. To mitigate conflicts, it is therefore indispensable that the different team members feel free to express their emotions without fear of being judged: recognising each other’s feelings and dealing with them constructively is the most effective way to prevent conflicts from escalating.
4. The manifest phase – If the conflict has not been de-escalated in the previous phases, it becomes manifest, i.e. visible to others and expressed through overt actions such as arguments and disagreements, which can contribute to a toxic working environment, leading to a decrease in productivity. At this stage, mediation resources, particularly through the third, impartial and empathic figure of the mediator, can make the difference in finding an agreement between the parties involved.
5. The Resolution Phase – Conflicts end with a resolution. In this phase, therefore, the most suitable strategies are put into practice to find a satisfactory agreement between the conflict actors. In order to resolve conflicts constructively, transforming them from a problem into an opportunity for growth, clear communication, a willingness on the part of all to compromise, and the exercise of active listening are essential. Also in this phase, the role of the mediator proves to be particularly important, because he or she offers concrete help in improving interpersonal relations and mutual trust, and fostering team cohesion.