Conflict is part of workplace life. It is unavoidable and inescapable because we all have different expectations and needs. There are numerous causes of conflict; amongst them, perhaps the most frequent ones shared in the Ombud’s Office are:

• blurred or ineffective communication
• decisions that are not explained
• perceived discrimination
• unfair treatment
• a hostile climate in the work environment
• work-related stress induced by an unrealistic workload 
• ineffective supervision
• disrespectful behaviour 
• harassment or mobbing
• gossip and rumours targeting reputation. 

Whatever the root cause of conflicts, they have in common the fact that, when left unmanaged, they create a hostile work environment where it is no longer possible for the parties involved, as well as for the members of the wider team, to give their 100% best.

When I discuss conflictual situations with my visitors, I sometimes see that managers have difficulties addressing them. A CEDR (Centre for Effective Dispute Resolution) study  found that “Over a third of managers would rather parachute jump for the first time than address a problem with their team at work”.

There are various reasons that might prevent managers from addressing conflicts effectively. The first reason is that they may themselves be at the origin of the conflict, such as by micromanaging or dividing rather than uniting, talking instead of listening, letting egos get in the way, etc. 

Managers may be tempted to look the other way because addressing conflicts is not straightforward. It takes time from their overloaded agendas and they may not have the authority to implement a solution. 

The fact is that conflicts that are left unaddressed will deteriorate and reach a stage where they explode and have to be managed, very often in a lose–lose settlement. It is then often up to the manager to pick up the pieces.

The costs of conflicts are considerable and should not be underestimated. An Acas–CIPD study calculated that the average cost of conflicts per year in the UK workplace was 28.5 billion GBP. 

Some of these costs are measurable: wasted time, lost workdays, reduced productivity, under-performance and diminished quality, healthcare costs associated with stress, turnover, termination packages and legal costs. In addition to these measurable hard costs associated with unresolved conflicts, the soft costs – less measurable but no less significant – include loss of morale, loss of focus, draining of emotional energy, strained or terminated relationships, decreased customer service, reputation damage and loss of skills.

Although conflicts in the workplace are unavoidable, and may be productive, they remain challenging to address and very costly. The good news is that CERN offers several channels for informal dispute resolution. 

Whether you are a party to a conflict or a manager trying to address a conflict, do not feel you have to deal with it alone. You can consult your Human Resources Adviser or the Ombud.  The Ombud offers informal dispute resolution opportunities, with the confidentiality, informality, impartiality and independence that prevail in this office. Do not hesitate to contact the Ombud.  

Laure Esteveny

I want to hear from you – feel free to email ombud@cern.ch with any feedback or suggestions for topics you’d like me to address. 

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