6 common types of interpersonal conflict in the workplace

You may want to review the following six interpersonal conflict examples before attempting to address interpersonal conflict within your organization.

1. Pseudo conflict

Pseudo conflict happens when two people agree without realizing it. This type of conflict often occurs when team members make assumptions about what’s happening. Addressing pseudo conflict quickly may prevent it from turning into true conflict.

Basic example: Two leaders are running a meeting. One wants to record the meeting, while the other wants people to take notes. This can create a pseudo conflict. Both leaders want a record of what happened during the meeting, but they have different methods for achieving their goal.

2. Fact conflict

Two or more people disagree about factual information.

Basic example: Sales decline by 10% during the first quarter. The company’s marketing manager believes that the drop is due to a lower-than-expected sales conversion rate. The sales manager believes that the marketing team didn’t produce enough leads. When they examine the company’s customer relationship management (CRM) data, they discover that the marketing manager is correct.

3. Policy conflict

A policy conflict is a dispute over a course of action.

Basic example: A team member requests a raise after completing a difficult project one month earlier than expected. However, company policy states that pay adjustments are only considered during annual performance reviews. The HR manager is applying the policy consistently, but the employee believes they’re being treated unfairly.

4. Value conflict

Value conflict occurs when individuals or groups hold incompatible core values, beliefs or moral codes. You might have two employees whose individual values conflict, or there may be a team member whose personal values conflict with your organization’s core values.

Basic example: One employee wants to finish work early, so they suggest doing fewer safety checks than usual. Another employee values workplace safety, so they want to perform all safety checks as scheduled. Their disagreement stems from a difference in values.

5. Ego conflict

Ego conflict develops due to a person’s desire to protect their pride or self-esteem. When this happens, team members may look for solutions to prove they’re correct or have more knowledge than others. This type of conflict isn’t necessarily about work. It’s about personal validation or control.

Basic example: A manager implements a new process that doesn’t align with the company’s existing policies. Employees provide feedback on the flawed system, but the manager refuses to change it. They may be afraid team members will stop respecting them or perceiving them as an authority figure.

6. Meta conflict

A meta conflict involves disagreement over how someone is handling a conflict.

Basic example: Two employees disagree about the best way to handle a project. Instead of working to find solutions, each one accuses the other of attacking them or being defensive.

Factors contributing to workplace interpersonal conflict

Work-related interpersonal conflict occurs for several reasons. These are some of the most common. 

Poor communication

Effective communication helps team members understand what to expect. If your expectations aren’t clear, it’s possible for team members to make their own interpretations. This can lead to interpersonal conflict, especially when two people interpret the same message in completely different ways.

These are some of the most common communication gaps in the workplace:

• Sharing incomplete information: When they receive incomplete messages, team members may complete missing details on their own. For instance, if a manager doesn’t indicate who’s responsible for a new process, an employee might assume they have to add the task to their list of job duties.
• Misinterpretation of tone: It’s not always easy to interpret the tone of an email or memo. Employees may interpret an instructional tone as a critical tone, for example.
• Unclear messages: Vague instructions may cause confusion, reducing trust and increasing the risk of communication errors.
• Inconsistent communication: Many workplaces use multiple communication channels, such as email, instant messenger and custom chat programs. If team members don’t use these channels consistently, it’s possible for them to miss important updates.
• Lack of two-way communication: Top-down communication is the flow of information from company leaders to employees. If your organization prioritizes top-down communication, managers may not have as many opportunities to get feedback from their team members.

It’s possible to improve communication by taking these steps:

• Establish clear protocols: Ask employees to use specific tools for different types of communication. For example, you may want to have managers use in-person meetings instead of email when dealing with urgent or highly sensitive matters. Email and chat might be better for project updates or routine matters.
• Use a shared server: Storing documents on a shared server may make it easier for employees to access memos, policy updates and other important messages.
• Create communication templates: Using email and memo templates promotes increased consistency. It may also help ensure that users include all relevant details.

Lack of resources

Tension may increase when employees have to compete for limited resources. For example, if your company uses flexible workspace arrangements, there may not be enough desks available for everyone to use during peak hours. This may lead to increased tension.

Team members may have to compete for:

• Equipment
• Tools
• Attention from company leaders
• Staffing support
• Budgeted funds

Over time, frustration with a lack of resources may shift to frustration toward the organization or other employees. Employees may become protective of their tools, or workloads may become uneven due to a lack of staffing support.

Personality differences

Conflict may arise when there are disagreements related to work preferences or communication styles. For example, one team member might prioritize precision, while another prioritizes speed. These differences can affect a team’s ability to meet deadlines or collaborate effectively.

As an employer, you can help by setting clear expectations. If you want to focus on meeting a deadline, consider telling employees it’s okay to omit some details as long as it helps the team complete the project on time. Clear expectations increase consistency.

Poorly defined roles

When roles aren’t well-defined, employees aren’t sure what to do. For instance, two copywriters might work on the same blog post, leaving other tasks incomplete. Managers have to spend more time monitoring employees and following up on assignments. One employee may even feel that another employee is interfering with their work.

Approaches to work-related interpersonal conflict

When workplace conflict occurs, it’s an opportunity to increase transparency and improve communication. Disagreements are a natural part of collaboration, but it’s possible to keep conversations productive. These are some of the most common approaches to managing interpersonal conflict at work.

Collaboration

Collaboration involves working together to find a solution to the disagreement. This approach focuses on team goals rather than individual positions, so it’s appropriate for the workplace.

Managers can help employees by:

• Encouraging active listening.
• Asking open-ended questions.
• Identifying areas of agreement.
• Facilitating productive conversations.

Collaboration is most effective when all affected team members are willing to communicate constructively. You may also benefit from using the collaborative approach when a disagreement is likely to affect long-term working relationships.

Compromise

Compromise involves having each party give up something so that everyone is partially satisfied. It’s most effective when you have a limited amount of time to negotiate. In many cases, compromise is a temporary solution, but it can help ease disagreements long enough for employees to finish high-priority tasks.

The role of a manager is to:

• Clarify what each team member wants.
• Identify potential trade-offs.
• Ensure trade-offs are fair.

Accommodation

Accommodation involves prioritizing and meeting the needs of others to resolve a disagreement. This makes it possible to preserve the relationship instead of continuing to focus on a single issue. Accommodation is well-suited for minor conflicts in which one party clearly has a stronger need, such as a team member who’s unable to complete a project due to a lack of resources.

Managers may want to consider:

• Confirming that the person doing the accommodating is doing so voluntarily.
• Monitoring the team for any resentment arising from the accommodation.
• Assessing the potential impact of the disagreement.

Mediation

Mediation involves having a neutral third party guide discussions between team members. The mediator remains impartial, so employees may feel more confident sharing their feelings. 

Mediation promotes understanding and cooperation, so it may be effective for preserving relationships. It’s most effective when direct conversations haven’t resolved the disagreement, the issue is a sensitive one or the conflict has escalated despite your attempt to resolve it.

As an employer, you may want to consider:

• Setting clear expectations for respectful behavior.
• Reassuring team members that their discussions with the mediator are confidential.
• Selecting an experienced mediator or trained human resources professional.

Tips for improving outcomes

Once you’ve identified the type of outcome you want to achieve, consider:

• Setting ground rules: Rules are meant to act as boundaries, not constraints. They help employees operate with a sense of fairness and security, making it easier to resolve workplace conflicts.
• Engaging in active listening: Active listening goes beyond listening to words. It’s about focusing on the speaker, understanding what they’re saying, reflecting on the message and responding in a thoughtful way. When disagreements are complex, active listening may be helpful for preventing misunderstandings.
• Scheduling face-to-face meetings: Email and phone communication are ideal for routine messages. If you need to resolve a conflict, however, you may want to schedule a face-to-face meeting instead. Meeting in person or through a video call gives employees the opportunity to correct misunderstandings in real time. Participants can also ask questions, ensuring they have enough information to resolve the conflict.
• Encouraging employees to communicate respectfully: You may want to ask team members to use I-statements instead of you-statements. I-statements allow people to express their feelings without assigning blame. For example, an employee might say “I feel unheard when my suggestions are interrupted” instead of saying, “You always interrupt me during meetings.” This approach may prevent conflict from escalating.
• Focusing on shared goals: When employees focus on their individual needs, they may not be able to collaborate effectively. Employers can resolve this issue by redirecting the conversation. Instead of focusing on who’s right, ask employees to find a solution that supports the team. For example, you may want to ask each person to focus on what will make a project successful.