Recent research by Acas has shed new light on how organisations approach informal conflict resolution. The findings highlight that clear and direct language is critical in preventing workplace disputes from escalating. We analyse what employers can learn from the research.

Workplace conflict is inevitable, but the way organisations respond can make all the difference. Recent research by Acas in partnership with The Social Agency underscores the pivotal role of honest, direct communication in resolving disputes before they escalate. For HR professionals and in-house employment lawyers, understanding and promoting effective informal conflict resolution is essential to maintaining a healthy workplace culture and minimising legal and operational risks.

Key findings from the Acas report

The research highlights that when employees and managers address concerns promptly, and communicate openly, issues are more likely to be resolved at an early stage. However, using ambiguous language or avoiding difficult conversations can result in misunderstandings, which may cause disputes to build and eventually require formal intervention.

The research points to a culture of avoidance in some workplaces, where individuals hesitate to initiate potentially uncomfortable discussions. This reluctance can undermine efforts to resolve problems informally and efficiently.

The importance of language

Alongside prioritising directness, the research highlights the importance of language choice. Phrases such as "nipping it in the bud" were found to confuse employees, leaving them unsure of the expected next steps. Instead, managers should be clear about their expectations, for example, by asking the employee to engage in a facilitated discussion or an "open and honest conversation". Language can also be a key trigger for defensiveness from employees. Labelling issues as "conflicts" or "grievances" at an early stage can make an employee feel targeted and unsupported. Instead, ensure the focus is on collaborative resolution, with all sides of the story being heard and validated.

Fear of confrontation: a barrier to early resolution

Separate research by WorkNest also identified fear of confrontation as a significant obstacle to resolving workplace disputes promptly. Many employees and managers are apprehensive about addressing conflict directly, fearing damage to relationships or negative repercussions. This hesitancy can delay resolution, increase stress, and ultimately lead to more formal, costly and disruptive procedures. Almost a quarter of respondents pointed to a lack of training on conflict management.

Practical insights for employment lawyers and HR professionals

For those advising on or managing workplace conflict, these findings reinforce the importance of fostering an open culture that encourages ongoing dialogue and that allows employees and managers to air concerns without fear of reprisal. Key practical steps include:

• Training: Equip staff and managers with effective communication and conflict management skills.
• Policies: Develop and promote clear policies that support early, informal resolution and clarify expectations regarding behaviour and communication.
• Support: Provide resources such as mediation services or access to HR professionals to guide and facilitate informal discussions.

Key takeaways

With Acas estimating that the annual cost of workplace conflict to UK employers is £28.5 billion, there is a clear imperative for employers to promote early and informal conflict resolution. Taking proactive steps to address issues with clear and direct language, and equipping staff with the necessary skills and support for honest conversations is not only best practice but also creates a more positive and productive working environment. By recognising and tackling the barriers to honest communication, organisations can prevent minor issues from developing into major disputes and reduce the associated financial and other costs.