Pause for Thought
Spring has finally sprung and at last we can walk outside without the fear of being washed away in the next downpour. Typically, this season brings with it sunshine and a more positive demeanour in most people you meet. This includes the people you interact with at work.
Sadly, there is rising conflict in the world which drives adverse and mis-aligned behaviours. This can and often does spill into the workplace.
By far the most popular subject we receive phone coaching requests for is managing difficult situations. This is also one of the most popular subject areas of our Management Academy programmes as it provides meaningful and pragmatic ways to manage the situations for the best possible outcome. There are legal boundaries that should be taken into consideration when having those difficult conversations. A less than popular statement we start these sessions with is:
“There’s no such thing as difficult people, just difficult situations”
This is often challenged by many, which leads us to share the second point:
“Everyone behaves because of something”
We don’t have to agree with the ‘something’ but be aware of it through acknowledgement and understanding. Managers would rather avoid the conversation through a range of fears and concerns. Not dealing with it means the manager becomes part of the problem, when they should be one of the catalysts for solution.
Fear is a common obstacle we come across working with different individuals, teams, and organisations across the spectrum of sectors and geographic locations. Fear tends to over-amplify the irrational negative perspective when a more considered approach would be most helpful. This is not to say that complete optimism is the answer, as this too can generate problems.
Doing nothing is never the answer.
When you are aware of avoidance to make a decision, consider the cost of the problem to date and the cost if you don’t act. Write down the benefits and the concerns to ease the ambivalence and provide a clear path of travel.
News
The CIPD Labour Market Outlook for Winter 2025/26 highlights a continued slowdown in employer confidence, with hiring intentions remaining subdued across the UK. The net employment balance sits at +7, one of the lowest levels outside of the pandemic, signalling cautious workforce planning and limited appetite for expansion. This trend is even more pronounced in the public sector, where the balance has fallen to −11, meaning more employers expect to reduce headcount than increase it. As a result, recruitment pressures remain relatively low, with only 15% of employers anticipating significant challenges in filling vacancies over the next six months.
Despite this subdued hiring environment, pay expectations have remained stable, with a median anticipated increase of 3% across all sectors for the seventh consecutive quarter. However, a key concern emerging from the report is the rising cost of employment. Around three-quarters of employers expect the Employment Rights Act to increase their costs, adding further pressure to hiring decisions and long-term workforce planning. Overall, the findings point to a labour market characterised by caution, cost sensitivity, and a growing need for organisations to balance financial pressures with strategic talent management.
To read the report in full visit: https://www.cipd.org/uk/knowledge/reports/labour-market-outlook/
Insight
Workplace conflict is often seen as a clash of opinions, but it is frequently driven by differences in how people think and approach problem-solving. For example, one person may focus on detailed analysis while another prioritises big-picture thinking. Neither is wrong, but without awareness, these differences can create tension and reduce productivity. This is a widespread issue, with 44% of working-age adults in the UK experiencing workplace conflict in the past year, often leading to stress, reduced motivation, and disengagement. Models like Kirton’s Adaption-Innovation framework highlight that people naturally lean towards either structured, incremental improvement or more innovative, change-orientated thinking, and conflict arises when these styles are misunderstood.
However, these differences can become a strength rather than a weakness. When teams recognise and value diverse thinking styles, they can combine structure with creativity to produce better outcomes. The key is not to eliminate conflict, but to manage it constructively by encouraging open dialogue, building awareness, and equipping leaders to navigate differing perspectives. By shifting the mindset from “you vs me” to “us vs the problem,” organisations can turn tension into collaboration, unlocking stronger performance, innovation, and team cohesion.
To read the press release in full visit: https://www.hrmagazine.co.uk/content/comment/cracking-workplace-conflict-starts-with-how-we-think