akes an emotional toll on not only those directly involved, but on those indirectly affected by it.

Reason #2: They’re grownups - they should be able to sort it out themselves. From the outside, a conflict may seem simple, yet it’s har

If you work with people, you will experience conflict. It probably wasn’t mentioned in your job description and you can always find better things to do with your time than deal with it. But despite being able to justify ignoring it, it hangs around like an unwanted relative who has overstayed his welcome. Many of the reasons people give for avoiding conflict turn out to be myths – with a price tag attached.

Reason #1: It’s not that big a deal – it will sort itself out. While some squabbles evaporate, most conflicts don’t simply disappear. Quite the opposite, they usually escalate and eventually boil over. Or they may fester and go underground (“buried, but not dead”). The resulting tension and negativity are palpable in a workplace and often spawn a toxic work environment.

This myth also underestimates the cost of conflict to an organization. Unresolved conflict results in wasted time, poor decisions, turnover and retraining, absenteeism, health costs (stress leave) and even litigation. It also takes an emotional toll on not only those directly involved, but on those indirectly affected by it.

Reason #2: They’re grownups - they should be able to sort it out themselves. From the outside, a conflict may seem simple, yet it’s hard

d relative who has overstayed his welcome. Many of the reasons people give for avoiding conflict turn out to be myths – with a price tag attached.

Reason #1: It’s not that big a deal – it will sort itself out. While some squabbles evaporate, most conflicts don’t simply disappear. Quite the opposite, they usually escalate and eventually boil over. Or they may fester and go underground (“buried, but not dead”). The resulting tension and negativity are palpable in a workplace and often spawn a toxic work environment.

This myth also underestimates the cost of conflict to an organization. Unresolved conflict results in wasted time, poor decisions, turnover and retraining, absenteeism, health costs (stress leave) and even litigation. It also takes an emotional toll on not only those directly involved, but on those indirectly affected by it.

Reason #2: They’re grownups - they should be able to sort it out themselves. From the outside, a conflict may seem simple, yet it’s har

evaporate, most conflicts don’t simply disappear. Quite the opposite, they usually escalate and eventually boil over. Or they may fester and go underground (“buried, but not dead”). The resulting tension and negativity are palpable in a workplace and often spawn a toxic work environment.

This myth also underestimates the cost of conflict to an organization. Unresolved conflict results in wasted time, poor decisions, turnover and retraining, absenteeism, health costs (stress leave) and even litigation. It also takes an emotional toll on not only those directly involved, but on those indirectly affected by it.

Reason #2: They’re grownups - they should be able to sort it out themselves. From the outside, a conflict may seem simple, yet it’s har

often spawn a toxic work environment.

This myth also underestimates the cost of conflict to an organization. Unresolved conflict results in wasted time, poor decisions, turnover and retraining, absenteeism, health costs (stress leave) and even litigation. It also takes an emotional toll on not only those directly involved, but on those indirectly affected by it.

Reason #2: They’re grownups - they should be able to sort it out themselves. From the outside, a conflict may seem simple, yet it’s har

akes an emotional toll on not only those directly involved, but on those indirectly affected by it.

Reason #2: They’re grownups - they should be able to sort it out themselves. From the outside, a conflict may seem simple, yet it’s hard to see the picture when you’re inside the frame. Years of experience as a mediator showed me that capable and well-intentioned people feel trapped and powerless in conflict. They benefit immensely when someone can bring the conflict into the open and help shed light on it. There is no shame in struggling with conflict. As a manager, your job is not only to produce results yourself, but to support those you lead to work together to do the same.

Reason #3: Dealing with it will only make it worse. You can’t have conflict resolution without having conflict. When conflict is ignored or suppressed, it simply morphs into other forms (gossip, backbiting, cliques). Addressing it may surface emotions with which you are uncomfortable, but this discomfort will soon pass. Dealt with productively, conflict leads to creative resolution and even improved relationships.

Sometimes you may be right to ignore a conflict – a strategic choice based on your assessment of the seriousness of the situation and the ramifications of ignoring it.