5 Steps to Managing Polarizing Workplace Conversations

No organization is entirely free of polarizing workplace conversations. Some of these controversial conversations have to do with differing views on the work itself, but the most heated discussions usually arise from conflicting personal beliefs that make it into the workspace. In most cases, workers know not to bring up polarizing issues within the workplace or broach topics that are too sensitive to discuss offhandedly during a 10-minute work break, but even the most careful employees slip up sometimes.

Managing polarizing issues in the workplace can be left to the workers to resolve among themselves, but such a strategy often ends badly for the organization as tensions rise and others begin to take sides. Employers and their HR teams need to master the art of handling sensitive discussions within the organization to ensure peace and productivity for the business as a whole. 

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5 Steps to Managing Polarizing Workplace Conversations

Handling sensitive workplace discussions is a mammoth task that requires a lot of care. Supervisors need to be able to resolve the issue without dismissing the feelings of either party, but it is also essential to put the conversation to rest as quickly as possible. The nature of the issue is such that if allowed to escalate too far, it can break up the rest of the team and further, more serious intervention will be necessary to bring things back into order.

According to CPP, Inc., 85% of employees have dealt with workplace conflict to some degree and employers in the U.S. spend 2.8 hours per week dealing with conflict. This could equate to $359 billion in paid hours. Handling sensitive discussions is an essential part of running a business and employers need to be proactive about managing polarizing issues in the workplace. Here’s how to get started.

Actively Listen to the Involved Parties

Once an employee is riled up, asking them to just give up their stance will not resolve the issue. It will very likely come up once again when the employer isn’t looking. Clear a safe space to hear what the employee has to say and acknowledge their feelings and thoughts about the issue. Let them get the bulk of their energy out of their system before you move towards solving their problem. It is better to speak to the employees separately first before requiring them to communicate with each other. 

Very often, once you hear the employee out, they will realize the fault in their handling of the sensitive discussion. They will know not to broach the subject again or take a different approach the next time it comes up. If the employee doesn’t realize this, it will be up to the employer to inform them, but patiently, without threats.

If the employee is being derogatory and using highly offensive language that is not welcome within the workplace, employers can make the choice to put an end to the conversation immediately. They can ask the employee to clear their head and come meet them in a few minutes for a civil discussion on what went wrong. Such behavior requires a more firm approach as there is no room for leniency or negotiation. 

While managing workplace-related polarizing issues, try to understand why the employee is so committed to their point and the reasoning they have behind it.

Acknowledged the Employee’s Perspective

Do not be dismissive or rude to the employee in response to their behavior. Employers have to hold their ground and maintain a polite attitude regardless of whether they agree or disagree with the employers. The organization cannot show that they are partial to one viewpoint or group over another, so a balanced approach is necessary.

After acknowledging the employee’s perspective, employers need to get to the heart of handling workplace conflict—asking the employee what they would like to do next. 

If the conflict is between two employees and not the employer and employee, then both parties will have to participate in a mature discussion on how to resolve the issue, but it helps to work with the employee on some possible solutions in advance.

Set Boundaries for the Upcoming Discussion

While managing polarizing issues within the workplace, employers need to be clear about the forms of behavior that are unacceptable at work. An employer or supervisor will have to explain the rules to the employee and provide them with channels where they can communicate their workplace frustrations in a more appropriate manner.

Shouting matches and violent discussions have no place within the organization and employers need to make it clear that regardless of how passionate they are about their work or belief, such behavior will not be tolerated. 

Moderate the Discussion

Polarizing workplace conversations won’t die down on their own automatically—they need to be confronted and resolved to whatever extent possible. If two employees are caught on two extreme ends of an issue relevant to the workplace, try to broker a middle ground where both are able to continue with their work without feeling slighted.

If the polarizing conversation had little to do with the workplace and had centered around personal beliefs and ideologies, both parties need to acknowledge that they cannot enforce their beliefs on the other, especially within the workspace. Handling sensitive discussions within the workplace is just as much about avoiding future conflicts as it is about putting the current issue to rest. 

Make Systematic Changes Around the Workplace To Avoid Future Issues

Once you feel that the issue has been sufficiently addressed, create a record of the incident and review it with a team to understand what can be done to avoid such conflicts in the future. If there is a lack of healthy communication within teams, rework the system to create more opportunities for healthy discussion, and encourage the team to interact with each other more regularly. 

Provide training on conflict resolution for all employees and additional training for managers on de-escalation of conflict. Managers should regularly check with employees to assess their relationship with each other and pick up on signs of any conflicts simmering between team members. 

Reestablish the regulations for bringing up sensitive topics within the workplace and remind employees to respect each other at work. Set the standard for such behavior and lead by example. 

Managing polarizing workplace issues is a delicate task but mastering the art of handling sensitive issues is critical to every organization. 

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