Professional Services Workplace Conflict Resolution
A standard operating procedure for identifying, addressing, and resolving workplace conflicts in a fair, timely, and constructive manner that preserves working relationships and maintains a positive workplace environment.
Purpose
To provide managers and HR professionals with a structured approach to resolving workplace conflicts that addresses issues promptly and fairly, prevents escalation, restores productive working relationships, and maintains a respectful and psychologically safe workplace for all employees.
Scope
This SOP covers the resolution of interpersonal workplace conflicts including disagreements between colleagues, team tensions, and communication breakdowns. It applies to all employees and can be used for conflicts at any level. It does not replace formal grievance, harassment, or bullying escalation processes.
Prerequisites
- Workplace conflict resolution policy in place and communicated to all staff
- Managers trained in conflict resolution techniques and difficult conversations
- Access to mediation support either internally or through an external provider
- Confidential meeting spaces available for conflict resolution discussions
Designed to meet professional indemnity requirements, client confidentiality obligations, and industry body reporting standards.
Step-by-Step Procedure
Identify and Assess the Conflict
Recognise that a conflict exists and assess its nature, severity, and impact on the individuals involved and the broader team. Determine whether the situation can be resolved informally or requires a formal intervention process.
- 1.1Identify the parties involved and the nature of the conflict
- 1.2Assess the severity and impact of the conflict on work performance and team dynamics
- 1.3Determine whether the conflict involves potential policy violations such as bullying or harassment
- 1.4Decide whether informal resolution or formal intervention is most appropriate
- 1.5Document the initial assessment and proposed approach
- Act early — conflicts that are addressed promptly are generally easier to resolve
- If the conflict may involve bullying, harassment, or discrimination, escalate to HR immediately
Meet with Each Party Individually
Conduct private, confidential meetings with each party to understand their perspective, concerns, and desired outcomes. Listen without judgment and gather enough information to understand the full picture before bringing the parties together.
- 2.1Schedule individual meetings with each party in a private setting
- 2.2Explain the purpose of the meeting and assure confidentiality
- 2.3Listen to each person's account of the situation without interruption
- 2.4Ask clarifying questions to understand the underlying issues and interests
- 2.5Explore what outcome each party would consider acceptable
- 2.6Document key points from each conversation
- Remain neutral and avoid appearing to take sides during individual meetings
- Understanding underlying interests rather than stated positions is key to finding a resolution
Facilitate a Resolution Discussion
Bring the parties together for a facilitated discussion aimed at finding a mutually acceptable resolution. Set ground rules for respectful communication, guide the conversation through the issues, and help the parties identify common ground and workable solutions.
- 3.1Arrange a meeting in a neutral, private location
- 3.2Establish ground rules for the discussion including respectful communication and no interruptions
- 3.3Allow each party to explain their perspective to the other
- 3.4Identify areas of agreement and common ground
- 3.5Guide the parties toward generating potential solutions together
- 3.6Help the parties agree on specific actions and commitments
- If emotions run high, call a brief break rather than allowing the discussion to escalate
- Focus on future-oriented solutions rather than rehashing past grievances
Document the Agreement
Record the agreed resolution including the specific commitments each party has made, any changes to work arrangements, and the timeline for follow-up. Both parties should acknowledge the agreement in writing.
- 4.1Summarise the agreed resolution and specific commitments from each party
- 4.2Document any changes to work arrangements, seating, or reporting lines
- 4.3Set a date for a follow-up check-in to assess whether the resolution is holding
- 4.4Obtain written acknowledgement of the agreement from both parties
- 4.5File the agreement confidentially in the HR system
- Keep the written agreement focused on forward-looking commitments rather than assigning blame
- Both parties should receive a copy of the agreement for their reference
Conduct Follow-Up Monitoring
Monitor the situation after the resolution to ensure the agreed commitments are being honoured, the working relationship has improved, and no new issues have emerged. Conduct scheduled follow-up check-ins with both parties.
- 5.1Schedule follow-up check-ins at agreed intervals, typically at two weeks and six weeks
- 5.2Meet privately with each party to assess their experience since the resolution
- 5.3Observe team dynamics for signs of improvement or ongoing tension
- 5.4Address any emerging issues promptly before they escalate
- 5.5Close the case when both parties confirm the conflict is resolved
- Follow-up is essential — without it, many resolved conflicts re-emerge within weeks
- If the resolution is not holding, consider escalating to mediation or formal processes
Escalate if Resolution is Not Achieved
If the conflict cannot be resolved through informal processes, escalate to the next level of intervention which may include formal mediation, involvement of more senior management, or initiation of the formal grievance process.
- 6.1Document the unsuccessful resolution attempts and reasons for escalation
- 6.2Discuss escalation options with both parties and explain the next steps
- 6.3Engage an external mediator if internal resolution attempts have been exhausted
- 6.4If the conflict involves misconduct, refer to the formal disciplinary or grievance process
- 6.5Continue to support both parties throughout the escalation process
- Escalation is not a failure — some conflicts genuinely require more intensive intervention
- Ensure both parties understand the escalation process and what it involves
Quality Checkpoints
Common Mistakes to Avoid
Expected Outcomes
Percentage of workplace conflicts resolved at the informal stage without requiring formal escalation
Average number of business days from conflict identification to documented resolution, targeting resolution within ten business days
Percentage of resolved conflicts that re-emerge within six months, with a target of less than ten percent recurrence
Frequently Asked Questions
How do you handle conflicts where one party refuses to participate?
If one party refuses to participate in the informal resolution process, document the refusal and explore the reasons. If the conflict cannot be resolved without both parties' involvement, it may need to be escalated to a formal process where participation may be required.
Can employees bring a support person to conflict resolution meetings?
Employees should be allowed to bring a support person to conflict resolution meetings if they request one. The support person's role is to provide emotional support, not to advocate or speak on the employee's behalf. This should be communicated clearly before the meeting.
When should a conflict be escalated from informal to formal resolution?
A conflict should be escalated when informal attempts have been unsuccessful, when the conflict involves allegations of bullying, harassment, or discrimination, when there is a significant power imbalance between the parties, or when the conflict is seriously affecting work performance or team wellbeing.
Should conflict resolution discussions remain confidential?
Yes, all conflict resolution discussions should be treated as confidential. Information should only be shared on a need-to-know basis. Both parties should be reminded of their confidentiality obligations at the start of the process to maintain trust and encourage candour.
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