July 01, 2025
Not My Problem? Why Avoiding Conflict Is Everyone’s Problem at Work
New research reveals that a widespread fear of confrontation prevents early resolution of workplace tensions, putting employee wellbeing and business outcomes at risk. A study by employment law specialists WorkNest, based on feedback from 700 employers and HR professionals, found that nearly half (43%) hesitate to address interpersonal issues due to worries about escalating conflict.
Beyond fear, a lack of conflict resolution training plays a major role, as 24% of respondents admitted they don’t have the necessary skills to manage disagreements effectively. One in five also talked about resistance to change, indicating that cultural inertia can be as damaging as interpersonal friction.
Organisational support appears to be lacking as well: just 8% felt that their company provides sufficient backing for conflict management, and 5% blamed unclear policies. But this isn’t just a process problem—it’s a people problem, and it’s impacting the bottom line.
Alex Holmes, an employment law adviser at WorkNest, said: “The knock-on effects of not efficiently dealing with minor conflicts are severe. It will impact employee wellbeing, productivity and retention as well as increasing absences and potentially putting businesses at legal risk due to formal grievances.”
Day-to-Day Disputes That No One Wants to Touch
It’s not always bullying or formal complaints making waves in the workplace. Instead, the top issue quietly undermining morale is something much more common: personality clashes, cited by 38% of respondents as the main source of discord. Performance-related tensions (26%) and strained manager-employee relationships (22%) also ranked high, showing how everyday frictions become long-term problems due to inaction.
Only 10% said that formal complaints of bullying or discrimination are frequent, highlighting how most workplace issues stay below the surface, unresolved and potentially festering.
Minor Issues, Major Impact
In addition, Holmes warned that ignoring seemingly small interpersonal problems can have serious consequences: increased absences, legal risks, and lower retention, not to mention the hit to productivity and employee wellbeing. And with one in five HR professionals reporting they feel unsupported by senior leaders, the burden is often left to mid-level managers who may lack the tools or confidence to intervene.
Culture Over Policy
The solution lies not just in updating procedures but in transforming how teams think about and approach conflict, according to HR consultant Wendy Lockhart. She emphasises the need to challenge conflict-avoidant norms and instead build a workplace culture that encourages early, informal dialogue and proactive communication.
