Tom Curran is an Associate Director at The Social Agency. They conduct 'research for good' – helping to solve complex social problems, and support policy and service delivery. He led a research project for Acas exploring how informal conflict resolution is used in workplaces.
Workplace conflict is inevitable. It's how we handle it that makes all the difference. That's why, in December 2024, Acas asked The Social Agency to explore how workplace conflicts are managed informally. Specifically, they wanted to understand the lived experiences of informal conflict resolution, from managers and conflict resolution experts who had tried it.
Here's what we learned.
What informal resolution really means
People understood informal resolution as catching issues early, before they escalate into formal procedures.
It's about creating voluntary conversations where people feel safe to speak honestly. The goal is direct communication and dialogue, not blame or punishment.
Language matters enormously in these situations. The wrong phrasing can put people on the defensive, trivialise concerns or make someone feel told off. Better to frame resolution as an 'open conversation' or 'structured discussion'.
How it works in practice
Informal resolution often starts with one-to-one conversations. Managers speak separately with the people involved, sometimes consulting HR or union representatives for guidance.
When conflicts involve multiple people, facilitated discussions help everyone understand different perspectives. Sometimes this follows a structured mediation process. Other times it develops more naturally through ongoing conversations.
The trajectory is usually similar: starting with individual viewpoints, moving toward shared understanding, ending with agreement on next steps.
Risks versus rewards
Dealing with conflict can be emotionally demanding. It's something many people actively seek to avoid – not just at work, but in everyday life. Managers often feel uncertain about their skills and worry about making things worse, and the damage this can have on relationships with co-workers.
Yet those interviewed rarely regretted trying informal approaches. In multiple cases, it resolved the issue without needing a formal process. Even when resolution was not achieved, people developed better communication skills for future conflicts.
What makes it work
Informal resolution relies on managers and conflict resolution practitioners (for example, HR professionals, mediators and trade union representatives) understanding the situation and judging how best to respond based on the context.
This requires multiple skills: active listening, empathy, emotional self-awareness, and asking good questions. These require confidence and practice to use effectively.
Relationships are crucial. Managers need access to people they can speak to for advice, including peers, HR and external advisers (including Acas). Trusting, positive relationships are also the foundation for talking about issues openly and constructively.
Organisational culture must genuinely support people raising concerns without fear of retaliation. Policies are not enough if the workplace reality tells a different story.
Finally, timing matters. Early intervention prevents conflicts from becoming entrenched positions that are much harder to resolve.
Moving forward
Used appropriately and done well, informal resolution offers a lot of benefits. It preserves relationships, reduces stress, and can cost less than formal procedures.
However, embedding it in workplaces requires genuine commitment. That means investing in manager development, building positive and trusting workplace relationships, and creating supportive cultures and effective policies.
The question is not whether informal resolution is worth trying. It's whether we're willing and able to develop the skills and create the conditions for it to succeed.
Read the full research report on defining and enabling informal workplace conflict resolution