How do you resolve conflicts in hierarchical work cultures?

I regularly mediate between people who are on different rungs of the hierarchical ladder. Tensions between a manager and (one of) his/her employees are very common at all levels of all types of organizations. When and if a mediator is approached to resolve a conflict, you know the conflict has already escalated. In hierarchal settings, you often see that the employee does not dare to start a conversation for fear of repercussions. The manager on the other hand also prefers to avoid a dialogue as ‘a boss does not show himself to be vulnerable or take the first step to resolve a conflict with a subordinate’ or something similar is used to justify their behavior. 

Hierarchical conflicts cause a lot of suffering, for the parties involved but also for the other team members. They are often forced to take sides and feel extremely uncomfortable. The (psychological) safety is jeopardized as prolonged conflicts often lead to gossip, sabotage, absenteeism, mistakes, and so on. 

‘High position’ & power

The higher up the hierarchical ladder a person finds themselves, the more power they tend to exert. We often associate power with something negative when you can do a lot of good with it. It is best to really change things ‘from the bottom up’, but in practice, it still happens a lot from above. However, instead of using acquired power in the interest of the greater good, we notice that the opposite often happens. Not infrequently, the ‘higher position’ results in blinders, rigid positions, harsh judgments, and a lack of introspection. Power often grows in direct proportion to the ego.

There is nothing more effective against conflict than hierarchy

Different people can have different opinions, attitudes, and judgments and sooner or later that can lead to conflict(s). An efficient way to prevent conflicts from getting escalating is to install a strict hierarchy.

In so-called vertical organizations, the top has more to say than the bottom, and the bottom carries out what the top commands. Contradiction is not tolerated. Think of the army where the number of stars on your vest determines who you are and what you can and cannot say. Characteristic of hierarchical organizations is also the absence of conflicts, simply because a different opinion is not allowed. This can only get worse when cultural differences come into play (also see ‘Challenges of managing a global team‘.

Fewer and fewer people thrive in hierarchical work environments. Instead, employees need participation, involvement, and autonomy. This allows them to be assertive and think along to build for the future (of themselves and of the organization they are associated with). All good and well, but it undeniably brings more conflict with it.

‘A general in the military’

Although most executives today know that it takes something other than the authority to get results, they still often act as a general in the military. And the higher they climb that hierarchical ladder, the tougher it gets. Talk about a paradox!

They put on a mask, as it were. Their new role entails a lot of responsibilities and many translate that into less room for doubt, uncertainty, fear, and so on. A vulnerability becomes a weakness. The urge to control increases and trust in others decreases. Suddenly they look at the people who used to be great colleagues completely differently. Tension builds and hierarchical conflicts arise.

Equivalence instead of hierarchy 

In mediation in hierarchical conflicts, I appeal to the empathy of the parties, which leads to many beautiful things: masks fall off, and people step out of formal roles and dare to show their true selves again. At that moment, the hierarchy disappears from the conflict and the parties break free from hardened, often emotional and judgmental positions.

Relief takes the place of stress, understanding instead of judgment, and equivalence instead of hierarchy. Parties see each other again as people, equal, each with its own specific responsibilities and challenges. There is mutual understanding.

If you notice that hierarchical conflicts also play a role in your organization, respond in time. Guiding difficult conversations between a manager and (one of) his/her employees is not obvious, but absolutely crucial. 

The neutrality of the facilitator/mediator helps 

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You can reach me at +91 9986700087 or [email protected].