It’s not conflict that defines an organisation, but how it’s managed

Conflict often arises within organisations and can cause panic for management and workers; however, one counsellor has claimed that it can be a catalyst for change.

HR Leader recently spoke to Dr Darleen Barton, a relationship therapist and counsellor, about how HR teams and management can navigate organisational discomfort and conflict by redirecting it into positive change.

“While often viewed as disruptive, corporate conflict can be a powerful catalyst for positive change when managed with respect, clarity, and purpose,” Barton said.

“Conflict typically arises from differing values, goals, or communication styles. However, when approached constructively, it can reveal underlying issues, strengthen workplace relationships, and drive innovation.”

Conversations that may sway into controversial or robust topics should be encouraged, according to Barton, as long as the environment and culture within the organisations ensure that these discussions are carried out with respect.

“As a mediator, I encourage companies to build a culture of respectful, robust conversations. Organisations thrive when team members feel safe to raise concerns with colleagues or managers without being offensive or fearing backlash,” Barton said.

“Respectful dialogue – anchored in clear boundaries – creates psychological safety, fosters empathy, and helps individuals understand each other’s perspectives.”

The conflict that can occur either from these conversations or out of thin air cannot define the workplace as a whole. Instead, they can serve as platforms to display, how with respectful communication, any issue can be properly navigated.

“For this to occur, each person involved must have a clear goal, be willing to listen with the intent to hear, and remain open to compromise. In more complex or sensitive cases, involving an external mediator can remove any perception of bias, ensuring a balanced and impartial process that builds trust across all levels of the organisation.

“Ultimately, it is not the presence of conflict that defines a workplace, but the way it is handled. With respectful communication and a commitment to growth, conflict becomes a bridge to stronger teams, deeper trust, and lasting cultural change,” Barton said.

As previously reported by HR Leader, this respectful communication is manifested and reinforced by leaders and management listening to their employees.

“The smartest organisations have cracked the code: listening to employees is brilliant business. When people feel heard, they generate six times more innovative ideas and are 56 per cent more likely to experience innovation opportunities,” said Rebecca Moulynox, workplace expert and ANZ general manager of Great Place To Work.

“This translates directly to results – high-trust companies achieve three times the revenue growth and are two times as likely to exceed financial targets. Our Best Workplaces see 70 per cent of remote employees planning to stay long term versus 58 per cent of onsite workers without flexibility. They also see 74 per cent higher productivity and 40 per cent less burnout.”