A scientifically based guide for managers and executives

Conflicts in the workplace often arise due to differing opinions, misunderstandings or unclear structures. It is essential for managers to defuse conflicts at an early stage before they escalate and affect collaboration or productivity. This article offers scientifically sound recommendations based on the work of Friedrich Glasl, Carl Rogers and other renowned conflict researchers.

1. keep calm and show neutrality

• Recommended action: Remain calm in conflict situations and signal neutrality through body language and tone of voice. This calms the dynamic and prevents escalation.
• Scientific background: Emotional escalation is often a reaction to uncertainty or perceived threats. In his model of conflict escalation (2011)¹, Friedrich Glasl describes that conflicts can escalate into nine stages, with each escalation stage being characterized by more intense emotions. Managers who radiate calm have a stabilizing effect and give those affected a sense of security.

2. listening instead of judging

• Recommended action: Allow all participants to describe their views without interrupting or judging them. Paraphrase what you have heard to ensure that you have understood everything correctly.
• Scientific background: Carl Rogers (1980)² emphasizes that the need to be heard is deeply rooted in the human psyche. Active listening creates trust and appreciation. According to Glasl, empathic listening alone can clear up misunderstandings and reduce tensions in the early stages of escalation.

3. acknowledge the emotions

• Recommended action: Show understanding for the emotions of those involved, e.g. by saying something like: “I understand that this is stressful for you.”
• Scientific background: Emotional validation is a key factor in de-escalation. According to Gross (2002)³, naming and accepting feelings reduces the physiological stress response, as those affected can process their emotions better. Glasl emphasizes⁴ that emotional recognition can bring conflicts from the emotional to the factual level, which makes it easier to find a solution.

4. identify the root of the conflict

• Recommended action: Ask specific questions to understand the underlying causes of the conflict, e.g: “What do you think is at the heart of the problem?”
• Scientific background: Conflicts often have complex causes that can be traced back to different values or needs. Glasl describes⁵ that latent interests or unconscious desires can drive conflicts. The Harvard concept by Fisher, Ury and Patton (1991)⁶ therefore recommends distinguishing between external positions (demands) and internal interests (needs).

The 9 escalation stages according to Friedrich Glasl

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5. remain solution-oriented

• Recommended action: Steer the discussion towards possible solutions and avoid apportioning blame. Ask: “How can we find a solution together?”
• Scientific background: Blame reinforces conflicts as it encourages defensive behavior. According to systemic conflict research (Schlippe & Schweitzer, 2021)⁷, a solution-oriented attitude creates a constructive atmosphere that favors cooperative thinking.

6. set boundaries

• Recommended action: If conversations get out of hand, set clear rules, e.g: “I ask you to let the other person finish.”
• Scientific background: Glasl emphasizes⁸ that clear structures and boundaries are necessary to prevent escalation. Without guidance, escalation intensifies as those involved can behave uninhibitedly.

7. ensure tracking

• Recommended action: Check regularly whether agreed measures are being implemented. Plan follow-up meetings.
• Scientific background: A resolved conflict often requires reworking in order to consolidate the solution. According to Glasl, this is the step of integration. Studies in organizational psychology (Tjosvold, 2008)⁹ show that regular debriefings build trust and reduce the likelihood of renewed conflict.

Conclusion: Conflicts as an opportunity for further development

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