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Webinars for Medical Professionals.
In this exclusive members’ webinar, Linda Ware (Senior Employment Relations Advisor at MDS) and Thomas Giles (Solicitor within the Legal Team at MDS) explored the causes of workplace conflict, its impact on clinicians and patient safety, and the practical steps healthcare professionals can take to navigate disputes, formal procedures, and resolutions effectively.
If you are a MDS member and would like to view a recording, get in touch at [email protected].
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Linda has worked the majority of her time in the public sector, starting in the Women’s Royal Naval Service. In her 30+ year career she covered roles spanning from ward clerk to senior HR and employment-related roles.
Among the institutions she has worked with are the NHS and the BMA, as well as the Health Department of the then Welsh Assembly, where she worked on the enhancement of working conditions for Junior Doctors. Before moving to MDS 12 years ago, she worked for a member of parliament assisting in representing constituents.
These years of experience have exposed Linda to numerous situations where she has had to help or manage people involved in a variety of situations where conflict occurs.
Thomas built a diverse practice through roles at regional and national firms, acting for individual professionals and corporate clients alike and now specialises in contract disputes across both Employment Law and Civil Litigation. Prior to qualifying as a solicitor, he served as a regulatory investigator at the Health and Safety Executive, and as a policy adviser within the Civil Service,
Alongside his litigation experience, Thomas has developed considerable expertise in medico-regulatory matters. He regularly supports clinicians, dentists and nurses facing investigations and proceedings, including those brought under Trust Investigations and before Regulatory Tribunals such as MPTS procedures.
His broad experience gives him a strong grounding in public sector governance and regulation, regulatory frameworks, and enforcement processes, which allow him to deal assuredly with sensitive issues with a clear, analytical approach and a commitment to providing robust, practical advice.
Conflict occurs when individuals or groups have differences in opinions, values, goals, or work styles, leading to tension or disagreement. Conflict is normal, natural, and even necessary; when handled constructively, it can drive innovation and improve decision-making. The hosts clarified that conflict does not mean a workplace is dysfunctional and does not go away when ignored, noting that simply talking about the issue is often the most effective first step.
An attendee poll revealed five main causes of conflict: poor communication, differing personalities or work styles, conflicting goals and priorities, limited resources, and stress or burnout. This aligned with a theory identifying five core “ingredients”: diversity of backgrounds, strong differences of opinion, unmet needs (e.g., feeling unheard), perceptions leading to defensiveness, and power dynamics (including actual or perceived misuse of authority).
The way conflict is managed significantly impacts outcomes. Poorly handled conflict leads to decreased productivity, damaged relationships, lower morale, and can compromise patient safety. Constructive resolution, conversely, creates learning opportunities, improves teamwork, prevents recurrence, and fosters a healthier working environment.
The NHS has standardized procedures for handling conflict, which include grievances (raising and receiving), MHPS investigations, internal disciplinary proceedings, capability processes, whistleblowing, and freedom to speak up. Trusts must follow regulatory standards set by the GMC and underpinned by ACAS codes of conduct. Failure to follow organizational policies can result in serious legal consequences, such as constructive dismissal claims or escalation to employment tribunals.
Since conflict procedures are deeply stressful, attendees were encouraged to seek support from line managers, colleagues, HR, or occupational health. Resolution follows a clear progression:
If internal processes fail, the final option is an employment tribunal. The panel was pragmatic, noting tribunals are adversarial, formal, slow, stressful, often taking years to resolve, and have rigid timelines for claims. Compromise should be integrated at every stage. Settlement agreements can take many forms, including financial compensation, changes in working patterns, or voluntary resignations with a good reference. The ultimate goal of a settlement is for the individual to reach an outcome they can genuinely live with.
Some general principles for navigating conflict: stay calm and professional; remain task-focused and avoid personality conflicts; keep meticulous records at every stage; treat every stage seriously; and learn/follow organizational procedures while challenging any shortfalls in impartiality. The overall objective is always a workable resolution.
If you are a MDS member and you would like to view a recording, get in touch at [email protected].
