Using vague language when communicating with employees is preventing the informal resolution of conflicts, research carried out by Acas has found.
Euphemistic phrases such as ‘nipping it in the bud’, ‘coffee chat’ and ‘catch up’ were commonly used to describe the process and goals of informal conflict resolution.
However, interviews with managers and practitioners experienced in informal conflict resolution revealed that these phrases were creating confusion. The use of clearer language, such as ‘open and honest conversation’, ‘structured conversation’ and ‘facilitated discussion’ were found to be more constructive.
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Additionally, participants were found to prefer softer, more empathetic language when discussing informal processes, such as calling issues ‘misunderstandings’ rather than ‘conflicts’, and focusing on reflection, feelings and emotional responses.
The report also advised managers to avoid referring to having ‘a quiet word’, which can trivialise an issue and could wrongly imply that there would be a quick resolution. It can also suggest an intention to keep issues hidden or imply a ‘telling off’ to employees, the authors warned.
“A manager asking someone for a ‘quick chat’ can mean anything from ‘you’re about to lose your job’ to ‘I’d like to ask you what you did at the weekend’,” said Elissa Thursfield, co-founder of HR software company HRoes.
“A manager’s main motivation might be to put someone at ease and to try and use more relaxed language; however, being clear, direct and honest in the way communications are issued invariably leaves less to the imagination and less room for conflict.”
Rosie Willis, workplace investigator in the employment team at Birketts, explained that language played a “crucial” role in resolving workplace conduct, noting that empathetic, non-accusatory language could foster trust, reduce tension and encourage open dialogue.
“We regularly advise employer clients to communicate with clarity, avoid inflammatory language and create psychologically safe spaces for discussion,” she added. “Informal resolution methods are often preferable because they offer flexibility, preserve working relationships and reduce organisational costs.”
Kevin Rowan, director of dispute resolution at Acas, said it was important that employers clearly created a distinction between informal and formal resolutions: “Whereas formal investigations are about ascertaining facts, informal conversations should be about identifying concerns and differing points of view.”
Workplace conflict is estimated to cost UK businesses £28.5bn per year, according to research by advisory group ReWage, because of the negative impact it has on productivity and employee relationships. This equates to about £800 per worker in the UK.
Early conflict resolution can result in “huge financial savings as well as emotional gains”, Rowan added.
How can employers avoid escalating conflict?
Despite Acas’s recommendations, a survey by WorkNest revealed that many people professionals shied away from conflict in the workplace. It found that more than two in five (43 per cent) HR workers avoided disputes for fear of escalation, with conflict avoidance the top barrier to resolving workplace issues early.
Other key obstacles to effectively tackling disputes included insufficient conflict management training (24 per cent) and resistance to organisational change (20 per cent).
Nicki Eyre, founder and chief executive of workplace bullying consultancy Conduct Change, advised employers not to “rush into” formal processes, particularly for bullying cases, as they can become “adversarial and cause further harm”.
“Once you’re in a formal resolution process, neither party feels they are able to back down, so trying to resolve matters in different ways first is important, wherever possible,” she explained.
Thursfield added that reaching a resolution swiftly can help businesses avoid a costly tribunal process. “Tribunals can cost employers tens of thousands of pounds, with no automatic repayment of costs even if they successfully defend the claim,” she said.
“Taking the time to communicate with staff, calmly and clearly and in language that can be universally understood, is crucial to give conflict reduction the best chance of success.”
For more information, read the CIPD’s bitesize research on adopting the new language of teamworking