WRITER Kasia Groves

Conflict in the workplace is unavoidable. Even in well-run practices with strong teams, differences in opinion, communication styles, and priorities will arise. Left unchecked, conflict can erode trust, reduce productivity, and impact patient care.

Handled well, however, conflict can become an opportunity – one that clarifies expectations, strengthens relationships, and builds a healthier team culture. This guide outlines practical strategies for managing workplace conflict, using principles that can be applied in any clinical or business setting.

Conflict in the workplace is often seen as a problem to be avoided at all costs. In reality, it is an inevitable part of human interaction, particularly in busy environments where people work closely together under pressure. Differences in communication styles, expectations, or working approaches will naturally emerge. What determines whether conflict becomes harmful or constructive is not its existence, but how it is managed.

The triggers for conflict are wide-ranging. Communication is one of the most common, with misunderstandings or incomplete information creating unnecessary tension. Another frequent source is uncertainty or overlap in roles, where staff are unclear on who is responsible for particular tasks or decisions. In many practices, high workloads and competing priorities add to the strain, with stress acting as a catalyst for disagreements. Personality differences or contrasting working styles can also contribute, especially when individuals feel undervalued, dismissed, or not listened to.

It is important to recognise that conflict is not inherently negative. Managed effectively, it can lead to stronger relationships, improved clarity, and better systems. For example, disagreements may uncover inefficiencies in how tasks are allocated or highlight areas where communication channels need to improve. By addressing conflict openly and respectfully, managers can turn difficult moments into opportunities for growth. The key lies in approaching it with a mindset of resolution and fairness rather than avoidance or blame.

BEST PRACTICE PRINCIPLES

When addressing conflict, some principles should always guide the process. These ensure fairness, transparency, and accountability – and they mirror the professional standards expected in clinical practice.

Confidentiality

All conversations around conflict should be kept private. Gossip or casual sharing undermines trust and can inflame tensions.

Confidentiality also demonstrates respect for each individual involved.

Neutrality and Fairness

Managers and practice leaders should avoid ‘taking sides’. Instead, they should create space for all parties to be heard.

Fairness also means applying the same standard of behaviour to everyone, regardless of position, length of service, or performance level.

Support Person

Offering a support person during difficult conversations around conflict resolution is not only good practice but also reassures staff they will be treated respectfully.

A support person may act as a silent presence or notetaker, not as an advocate, ensuring the discussion remains balanced.

Documentation

Every meeting should be documented in a factual and non-emotive manner.

Just as patient health records serve as an accurate record for compliance and due diligence, documentation of conflict management provides an essential trail of what was discussed, agreed, and actioned.

This helps protect the business if matters escalate and ensures accountability on all sides.

Consistency

Apply processes uniformly across the team.

Consistency not only strengthens fairness but also prevents the perception of bias, which is a common contributor to workplace dissatisfaction.

PRACTICAL STEPS TO ADDRESS CONFLICT

A structured process provides clarity for managers and reassurance for staff. It helps avoid reactive decisions and keeps the focus on constructive resolution.

Step 1: Pause and Assess

Take time to understand the situation before acting.

Ask yourself: Is this a misunderstanding, a clash of styles, or a deeper issue?

Step 2: Encourage Informal Resolution

Encourage team members to attempt resolving smaller matters themselves.

This builds accountability and prevents leaders from being pulled into every disagreement.

Step 3: Facilitate a Structured Conversation

If issues remain unresolved, step in to guide a formal discussion.

Prepare beforehand by outlining the purpose of the meeting, setting ground rules, and explaining the process.

Ensure the conversation remains professional:

• What happened?

• How did it impact you or the team?

• What would improve the situation?

Step 4: Explore Solutions Together

Invite suggestions from both sides; people are more likely to commit to solutions they help create.

Agree on practical, measurable steps (e.g., adjusting communication methods, clarifying roles, or scheduling regular check-ins).

Reframe the conversation around shared goals, such as patient wellbeing or smoother team operations.

Step 5: Follow-up and Document

Agree on a timeline for review.

Check in with each party individually and jointly to ensure progress.

Reinforce positive changes when you see them.

Always document: As with health records, this ensures accuracy, clarity, and continuity.

If an issue resurfaces, you have an objective record of what has been discussed and agreed.

WHEN THE MANAGER OR OWNER IS INVOLVED

Most advice assumes the manager is a neutral third party. However, in many practices, particularly smaller or owner-operated ones, the manager or practice owner may be directly involved in the conflict. This can create additional complexity, as the inherent power imbalance makes it harder for staff to speak openly.

If you are a manager or owner in conflict with a team member, it is important to acknowledge this imbalance and take deliberate steps to ensure fairness. Remaining calm, professional, and focussed on the issue rather than the individual sets the right tone. Where possible, invite a neutral third party – such as a human resources (HR) consultant, external mediator, or trusted senior colleague from outside the immediate practice – to facilitate the discussion. This reassures staff that the process will be impartial.

Transparency is also vital. Clearly communicate the steps being taken, document the process carefully, and make sure outcomes are shared in writing. If you carry dual roles as both business owner and clinician, be explicit about which role you are operating from during the discussion. This separation helps avoid confusion and demonstrates fairness. By handling conflict with openness, professionalism, and impartiality, leaders not only resolve the issue but also model the standard of behaviour expected across the team.

KNOWING WHEN TO CALL IN HELP

While many conflicts can be resolved internally, some situations require external support. Recognising the limits of internal resolution is a sign of strong leadership, not weakness. External help should be sought when conflict continues to escalate despite attempts to resolve it, when serious allegations such as bullying, harassment, or discrimination are raised, or when there are clear legal, compliance, or Fair Work risks.

Support can take many forms. HR consultants can provide independent, objective advice, and processes aligned with legislation and best practice. Professional mediators may be useful where tensions are high, as they are trained to guide conversations towards resolution. In situations with potential legal liability, seeking advice from an employment lawyer may be necessary. Additionally, guidance from Fair Work or professional bodies can provide external benchmarks for compliance and process. Importantly, bringing in support early often prevents a situation from spiralling into a formal grievance or legal dispute, saving both time and stress for all involved.

PROACTIVE CONFLICT PREVENTION

The most effective way to manage conflict is to minimise the conditions that create it. Preventive strategies create clarity, reduce misunderstandings, and build a positive workplace culture.

Clear Role Definitions

Well-drafted job descriptions reduce overlap and ambiguity.

Regularly review and update roles to reflect changes in practice needs.

Communication Protocols

Establish clear expectations: what is shared via email, phone, or face-to-face.

Encourage transparency and discourage ‘triangulation’ (discussing issues with others instead of directly with the person involved).

Culture of Feedback

Normalise constructive conversations so feedback is seen as supportive, not punitive.

Managers should model respectful feedback themselves.

Regular Check-ins

Practice managers should schedule one-on-one and team meetings to surface concerns early. Proactive check-ins often uncover small issues before they escalate.

Policies and Processes

Ensure your practice’s policies and procedures are relevant, usable, and up-to-date. Outdated or overly complex policies often cause frustration and confusion.

Ensure HR policies are practical, accessible, and consistently applied.

Policies should be reviewed annually to ensure they remain aligned with legislation and practice realities.

Training and Development

Equip staff with skills in communication, conflict resolution, and emotional intelligence.

Train managers to confidently handle difficult conversations, set boundaries, and maintain professionalism under pressure.

CONCLUSION

Conflict is part of every workplace, but it does not need to derail culture or performance. By applying best practice principles, following structured steps, and recognising when to seek help, leaders can turn difficult situations into opportunities for stronger, healthier teams.

The goal is not to eliminate conflict entirely, but to create an environment where it is addressed promptly, fairly, and constructively – for the benefit of both staff and patients.

Kasia Groves is the founder of KG2 Consulting (kg2consulting.com.au), providing human resources consulting and coaching. A certified member of the Australian Human Resources Institute (AHRI), Ms Groves has over a decade of experience working with small and medium-sized businesses across a range of sectors, including optometry, manufacturing, logistics, and technology. She has developed particular expertise in the optical profession, supporting organisations such as Eyecare Kids and Menicon Australia, as well as other independent optometry practices, to build high-performing, values-aligned teams.