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In a recent webinar for our members, Linda Ware (Employment Relations Team Manager at MDS) and Thomas Giles (Solicitor in the in-house legal team) shared their expertise on understanding, managing, and resolving conflict in the workplace with a particular focus on the NHS environment. Here’s a summary of the key themes and takeaways.
If you are a MDS member and you would like to view a recording, get in touch at [email protected].
Workplace conflict occurs when individuals or groups have differences in opinions, values, goals, or work styles that lead to tension or disagreement. Importantly, Linda emphasised that conflict is normal, natural, and even necessary. When handled constructively, it can drive innovation and improve decision-making.
The hosts also dispelled the common myths, clarifying that conflict doesn’t mean a workplace is dysfunctional and that it doesn’t go away when ignored. In reality, simply talking about an issue at the start is often the most effective first step.
We polled the attendees on what they perceived being the main causes of conflict, which revealed five main themes: poor communication (including unclear expectations, lack of feedback), differing personalities or work styles, conflicting goals and priorities, limited resources, and stress or burnout.
The panel shared a common theory which identifies five core ingredients in brewing a conflict, which matched nearly perfectly the perceptions of the attendees from the poll. These are:
The way conflict is managed has a significant impact on outcomes. If ignored or badly handled, conflict leads to decreased productivity, damages relationships and fosters lower morale. In healthcare settings this can compromise patient safety.
Constructive conflict resolution, on the other hand, creates learning opportunities, improves teamwork, prevents recurrence, and fosters a healthier working environment.
The NHS has standardised and common procedures to handle conflict on the workplace, which include grievances (both raising and receiving), MHPS investigations, internal disciplinary proceedings, capability processes, whistleblowing and freedom to speak up.
Both Linda and Tom stressed that all trusts are required to follow regulatory standards, including those set by the GMC, which are underpinned by ACAS codes of conduct. Failing to follow organisational policies can have serious legal consequences, including constructive dismissal claims or escalations to employment tribunals.
Conflict procedures can be deeply stressful, and our panel encouraged attendees to seek support from line managers, colleagues, HR, or occupational health when dealing with conflict.
The speakers shared that there is a clear progression for resolving conflict. The first stage is an informal discussion (which is still serious and should be followed up with a written record).
If this fails, the matter escalates to submitting formal grievances, which should be clear, focused, and structured around the issue, its impact, and proposed resolutions.
Formal meetings follow, where the individual has the right to be accompanied. An outcome is then issued, which can be appealed to a more senior and impartial decision-maker.
If internal processes fail to bring a resolution accepted by all parties, the final option is an employment tribunal. The panel was very pragmatic about the reality of this stage: tribunals are adversarial, formal, slow, and stressful, often taking years to resolve. There are rigid timelines to bring forward claims, and sometimes service requirements.
Compromise should be built into every stage of the process, and settlement agreements can take many forms, from financial compensation to changes in working patterns, or voluntary resignations with a good reference.
The goal of a settlement, the speakers were keen to stress, is not always to find a clear winner or a loser, but for the individual to reach an outcome they can genuinely live with.
Tom closed offering a set of principles to carry forward when experiencing conflict:
Above all, keep the human element in mind: conflict is difficult, but it is manageable, and the goal is always a workable resolution.
If you are an MDS member dealing with a workplace conflict, you can reach the Employment Relations Team by calling 03 030 32 442 to speak with a case manager. Not an MDS member? Get in touch and join today!
