What to Do When Employees Don’t Get Along?

Workplace conflict is a frequent and challenging issue for managers. This guide provides a structured approach to help you resolve interpersonal problems on your team and restore a productive working environment.

Identify the Root Cause of the Conflict

Before you can address a dispute, you must first understand its origins. The initial step is to observe and gather information to pinpoint why the friction is occurring. Is it a simple misunderstanding that has spiraled, or is there a deeper issue at play?

Common sources of employee conflict fall into a few categories. Personality clashes are a frequent cause, where differing temperaments and communication preferences lead to friction. Another source is a conflict over work styles; one employee may be meticulous, while another is fast-paced and prioritizes completion over perfection. Sometimes the issue stems from competition over resources, recognition, or specific roles.

Miscommunication is also a significant contributor to workplace disagreements. What one person says and what another hears can be two different things, leading to incorrect assumptions. Your role is to investigate these possibilities impartially, paying attention to both verbal and non-verbal cues. This phase is not about placing blame but about understanding the conflict’s emotional impact and core issues.

Initiate a Resolution Process

Speak with Each Employee Individually

The first step in active resolution is to meet with each employee separately. These one-on-one conversations allow individuals to share their perspective without feeling intimidated or interrupted by the other party. Your role is to listen actively, demonstrating that you are taking their concerns seriously and seeking to understand their point of view without judgment.

During these private meetings, focus on gathering specific examples of the behaviors that are causing the problem. Avoid generalizations and ask for concrete instances of what happened and what was said. Questions like, “Can you walk me through a specific time you felt this way?” can elicit the detailed information you need to understand each person’s triggers and the nuances of their perspective.

Facilitate a Joint Mediation Meeting

After speaking with each person, the next step is to bring them together for a mediated conversation. Before the meeting begins, establish clear ground rules for the discussion. These rules should include speaking respectfully, not interrupting, and using “I feel” statements instead of “you did” accusations. Your function is to be a neutral facilitator guiding the conversation toward a productive outcome.

Allow each employee a set amount of time to explain their side of the story without interruption. The goal is for each person to hear and understand the other’s perspective, even if they do not agree. Encourage them to identify the specific issues and then brainstorm potential solutions together.

Establish Clear Behavioral Expectations

A successful mediation meeting concludes with a concrete action plan. This involves establishing clear, measurable, and specific behavioral expectations that both employees agree to follow. Vague commitments like “we’ll be more respectful” are not enough.

The plan should detail what specific actions they will take to improve their interactions. For example, the agreement might include commitments like, “I will not make negative comments about my coworker to others” or “I will confirm instructions via email to avoid misunderstandings.” These expectations should be written down and acknowledged by both parties to create a clear roadmap for future behavior.

Focus on Professionalism Not Friendship

It is important to set realistic expectations for the outcome of the resolution process. The objective is not to force employees to become friends; it is to ensure they can work together professionally and respectfully. Forcing a personal connection that isn’t there can be counterproductive. The focus should remain on workplace conduct and the behaviors necessary for a functional team, even if it means a mutual agreement to disagree respectfully.

Document the Conflict and Resolution Efforts

Throughout the resolution process, maintain a detailed written record of the conflict and your efforts to resolve it. This documentation serves as an objective account of the situation and creates accountability for everyone involved.

Your documentation should be factual and free of emotional language. For each entry, include the date, the names of the employees involved, and a specific description of the reported behaviors or incidents. Record the steps you have taken as a manager, such as the dates of individual meetings and the joint mediation session.

The agreed-upon action plan from the mediation meeting is a central part of this record. This written document can be referred to in follow-up meetings to review progress. Should the situation not improve, this complete record will be necessary for any subsequent steps.

Know When to Escalate the Issue

As a manager, you can resolve many workplace disagreements, but some situations require intervention from Human Resources or senior leadership. Recognizing the limits of your role is an important part of managing conflict. Escalation is not a sign of failure but a necessary step when a conflict becomes too severe or complex for you to handle alone.

Certain situations should trigger an immediate escalation. If there are any accusations of harassment, discrimination, or threats of violence, you must involve HR immediately, as these issues carry legal risks and require specialized investigation. You should also escalate the issue if, despite your best efforts at mediation, the conflict continues and is having a significant negative impact on team morale or productivity.

When you do escalate the issue, the documentation you have compiled becomes indispensable. Present your records to HR or your superior, providing them with a clear, factual account of the conflict and the steps you have taken. This allows them to understand the history of the issue and determine the appropriate next steps, which could include formal disciplinary action.

Foster a Positive Team Environment

While resolving existing conflicts is necessary, preventing them from occurring in the first place is the long-term goal. Fostering a positive team environment requires proactive effort to build a culture of respect and open communication.

One effective preventative strategy is to ensure that roles and responsibilities within the team are clearly defined. When everyone understands their own duties and how they relate to the work of others, there is less room for misunderstandings. Regular team meetings can also provide a forum for open dialogue, allowing small issues to be addressed before they escalate.

Team-building activities play a role in fostering a more cohesive and collaborative atmosphere. These activities can be as simple as celebrating team successes or having informal lunches together. The goal is to build rapport and mutual respect among team members, strengthening the interpersonal relationships that are the foundation of a healthy team.