Is It Time To Intervene? A 5-Question Assessment For Workplace Conflict
Conflict in the workplace is inevitable.
Whenever people work together, there will be occasions for frustration, misunderstandings and differences of opinion. In fact, some conflict is actually healthy.
But not all conflict resolves itself.
Sometimes the tension lingers and intensifies. Conversations become more difficult, and trust begins to erode. People stop giving one another the benefit of the doubt, and what started as a disagreement becomes an obstacle to the relationship, the team and, eventually, to the work itself.
At this point, you may have a few questions:
• How do you know when the problems between two individuals—or within a team—have gone too far?
• How can you determine whether it’s time to intervene or bring in outside assistance?
• What should you do if only one person believes there is a problem?
Those aren’t always easy questions to answer.
Over the years, I’ve found that asking a few simple questions to both or all parties in the conflict can provide valuable insight into both the health of the relationship and the likelihood that the issue can be resolved without additional intervention.
Part One: Assessing The Health Of The Working Relationship
Whenever possible, separately and confidentially ask each individual to answer the following questions. Their responses will help you assess the depth of the problem and determine the most appropriate next step.
1. How would you describe your current working relationship with this individual?
A. Good. We get along well.
B. Manageable. It could be better, but we’re working through it.
C. Strained. Things need to improve soon.
D. Very difficult. I do not enjoy working with this individual.
2. How would you describe your level of trust in this individual?
A. High. I trust this individual and can rely on them.
B. Moderate. My level of trust is about what I experience with most co-workers.
C. Low. I often question this person’s actions or intentions.
D. Very low. I do not trust this individual.
3. How confident are you that this issue can be resolved without assistance?
A. Very confident. I believe we can work through this, and I intend to take the first step.
B. Somewhat confident. I think we can resolve it, but I’m not certain.
C. Not very confident. I’ve tried, but nothing seems to have changed.
D. Not at all confident. I don’t believe we can resolve this situation on our own.
Part Two: Assessing The Need For Intervention
The following two questions are for HR or organizational leaders:
4. How confident are you that trust can be restored to an appropriate level?
A. Very confident. I know we can rebuild trust.
B. Somewhat confident. I believe it’s possible.
C. Not very confident. So far, nothing we’ve tried has worked.
D. Not at all confident. I don’t believe trust can be restored without additional support.
5. How confident are you that things will improve without additional intervention?
A. Very confident.
B. Somewhat confident.
C. Not very confident.
D. Not at all confident.
Interpreting The Responses
As a general guideline, responses in the “C” or “D” range should be viewed as indicators that the relationship requires additional attention. The greater the number of responses in those categories, the greater the level of concern.
Questions 1 And 2
These questions provide insight into the overall health of the working relationship, particularly the level of trust between the individuals.
Question 3
This question helps determine whether those involved believe they have both the ability and willingness to resolve the issue themselves.
Don’t be misled if the responses are inconsistent.
For these first three questions, even if only one individual gives several “C” or “D” responses, those answers are significant. One-sided conflict often indicates that one person is experiencing greater frustration or more stress or has become discouraged after repeated unsuccessful attempts to improve the relationship. It may also indicate that one individual is simply more willing to acknowledge that the relationship has become unhealthy.
Questions 4 And 5
These questions help determine what level of intervention is appropriate. Responses in the “C” or “D” range suggest that outside intervention may be warranted.
When issues are close to us, it’s often difficult to maintain the perspective and insight needed to resolve them effectively. That’s true not only for the individuals involved but also for the leaders and human resources professionals attempting to help.
The right outside support can provide objectivity, facilitate productive dialogue, and help rebuild trust so individuals and teams can move forward in a positive and productive way.
Is It Time To Bring In Outside Help?
One of the most common mistakes I see organizations make is waiting too long to intervene.
By the time trust has broken down, communication has become strained, and several attempts to resolve the issue have been unsuccessful, the individuals involved are often too close to the situation to restore the relationship on their own. Leaders and human resources professionals can find themselves in the same position.
An outside facilitator brings something that those closest to the conflict often cannot: neutrality and perspective. A structured process can help rebuild trust, improve communication and create a path forward that everyone can support.
The goal isn’t simply to resolve conflict. It’s to rebuild healthy working relationships so people can focus their energy where it belongs: doing great work together.
Unresolved conflict doesn’t have to define a workplace. With the right support at the right time, even difficult relationships can improve. When conflict is addressed thoughtfully, it can strengthen relationships, build trust, improve communication and ultimately lead to better decisions.
