Why conflicts in works councils escalate

Works councils and staff councils face daily challenges that require a high level of conflict resolution skills. They represent the interests of employees and have to deal not only with employers, but also with internal resistance. But what happens when conflicts are no longer productive? What obstacles are there and how can they be overcome?

Typical conflicts in the works council

1. Internal infighting: Works councils are often made up of different lists or union groups. If these groups do not pull together, this can lead to paralyzing power struggles.

2. Obstructionism on the part of the employer: Some management teams are not cooperative and obstruct the work of the works council by delaying or refusing to provide information.

3. Different expectations of employees: Some employees want a militant works council, others a moderate mediator. This balance is difficult to find.

4. Lack of conflict competence: If a works council does not know how to deal with tensions, meetings can escalate and end inconclusively.

Constructive vs. destructive conflicts

Establishing a works council culture capable of dealing with conflict

1. Defining binding rules for discussions

Some works councils work with moderated meetings to avoid escalation. Example from an anonymized company:

2. Using mediation and supervision

Many works councils now rely on external mediators to resolve difficult situations. A case study shows:

A works council of a medium-sized IT company was blocked for months because two groups were arguing about home office regulations. After the involvement of a mediator, they found a compromise solution.

3. Further training in conflict management

According to a study by the Hans Böckler Foundation¹, 74% of the works council members surveyed would like more training in conflict management. Companies that support their works councils in this area benefit from more stable cooperation in the long term.

4. Making employers responsible

The employer also bears responsibility. According to a study by the WSI (Institute of Economic and Social Sciences)², 44% of works councils feel systematically obstructed by company management. Clear legal steps can help here:

• Demand compliance with co-determination rights (Works Constitution Act, § 80 ff.)
• Organize legal assistance if the employer blocks you
• Entering into strategic alliances with trade unions

Why a conflict-capable works council is a role model

A strong works council shows that conflicts should not be avoided, but managed professionally. Employees are guided by how the works council resolves internal differences of opinion. A good culture of conflict can have a positive influence on the entire corporate culture:

• Less fluctuation because employees feel they are taken seriously
• Better ability to innovate because alternative opinions are heard
• Lower sickness rates, as destructive stress decreases

Case study: Transformation through a culture of debate

An automotive supplier experienced an almost complete standstill in the works council because internal factions were blocking each other. After structured coaching on conflict resolution, the situation changed:

“Suddenly we were able to admit mistakes and not see everything as an attack. Since then, we’ve been working together much more effectively.” – Chairman of the works council of an automotive supplier

Conclusion: Don’t fear conflicts, use them.

A works council that actively shapes conflicts can achieve a great deal. It is important to avoid destructive disputes and establish a culture of debate that promotes openness, respect and a solution-oriented approach.

Conclusion

Sources

1. Hans Böckler Foundation: Study on conflict management in works councils, 2022.
2. Wirtschafts- und Sozialwissenschaftliches Institut (WSI): Survey on cooperation between works council and management, 2021.