Among the many responsibilities a laboratory manager holds, conflict management ranks among the most critical. When addressing conflict, managers must be thorough and focus on identifying the root cause. The way a conflict is handled plays a key role in establishing a manager’s credibility and preserving a positive work environment. Some common types of conflict that a lab manager will face include:

• Opinions on laboratory quality assurance/quality control policies
• Interpretation of laboratory scientific procedures
• Validity of scientific results
• Personal differences

Just like everything else in management, there is not just one correct way of handling conflict. In my laboratory, I have broken up the process into several steps. 

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Identifying the root cause of workplace conflict

The first step, investigating the root cause of the conflict, is arguably the most important. 

Once aware of a conflict, the lab manager should promptly act. Delaying intervention can allow tensions to escalate, making resolution more difficult and potentially impacting team dynamics or lab operations. The manager needs to get as much information as possible to make a smart decision. To start, they should speak to the individuals involved separately in-person and take good notes. If in-person is not an option, video calls are the next best option. The types of questions to ask are:

• What is the issue?
• When did this occur?
• What would you like to see done?

These questions might seem simple, but I have found that you should start off with the basics so that you can determine each person’s side of the story. It is amazing is see how two individuals can view the same situation totally differently. Since this is often the case, it is helpful to speak with other laboratory staff that were not directly involved to get their perspective on the situation. When speaking with individuals, it is important that the manager uses active listening skills. The manager can learn a lot from such things as tone, body language, etc. 

Elements of an effective mediator

As the manager reviews the information and responses, they need to be aware of the impact of bias. Everyone has an opinion and point of view. This will influence what they see, what they think, and how they interpret a situation. By speaking with multiple individuals, the goal is to see if there are any common dominators that enable the manager to determine the root cause and provide a solution. Managers, too, can have biases, so they need to be conscious of this. One of the things that I do is ask myself, “what is the policy on this situation?” Many times, this provides clarity on how to quickly resolve the situation.

It’s important to note that the human element of conflict should never be overlooked. As the manager determines the root cause, it often stems from hurt feelings, perceived unfairness, lack of patience, or personality differences. 

Because these conflicts are often emotionally charged, it’s crucial that lab managers remain neutral—demonstrating fairness and objectivity—to prevent the appearance that they are “taking sides”. A calm, steady approach from the manager is essential. Maintaining composure helps de-escalate the situation and allows for a clearer understanding of the root cause. A manager with strong emotional intelligence and empathy will be very effective in conflict resolution. 

Not everyone in the lab will get along, but the manager should remind the team that, despite personal differences, they all share a common purpose. By focusing on broader goals of the lab, the group can find common ground and work toward a resolution that supports those objectives.

Resolving workplace conflict

With the root cause established, the next step is for the manager to provide a decision or solution on the situation. Conflicts occur when those involved cannot come to an agreement, so the ideal solution is to facilitate an appropriate compromise.   One effective approach is to help each party understand the other’s perspective. I typically hold separate meetings, sharing the other person’s viewpoint with added context. This often helps build empathy and reduce tension. When possible, I aim for a resolution where both sides gain something and can agree to move forward. If compromise isn’t feasible, the manager must present a clear, specific solution—outlining next steps and expectations for all involved.

The final step in conflict resolution is the follow up. After a compromise or a management decision has been made, it is important for the manager to check in to see how things are progressing. Normally, I will wait no longer than a week as this gives the employees the opportunity to show they are willing to follow the resolution. If an appropriate amount of time has passed and the employees have not abided by the decision, then it might be appropriate for the manager to step in and set deadlines, modify the agreements, and reprimand individuals if necessary.

No one enjoys dealing with conflicts. As a laboratory manager, it is your job to invest your time and effort to hear all sides, gather information, and establish the root cause. Once the true cause  is determined and discussed with all involved, it is ideal to find a compromise. If a compromise is not possible, then management will need to provide a solution. For effective conflict resolution, a manager needs to show impartiality, active listening, strong communication, and follow-through. The more proactive the manager is in helping resolve a conflict, the faster the laboratory can return to business as usual.