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Workplace conflict

Workplace conflict: what to do?

A disagreement with a colleague, a manager or a team wears down energy and trust. The first question is what it is: a disagreement to resolve, or repeated behaviours that call for other recourses.

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What the assessment can offer in this situation

  • The stage and intensity of the conflict, to know whether dialogue can still handle it.
  • A check on the balance of power and on signs of harassment, before any idea of a joint meeting.
  • What feeds the situation: facts, relationship, values, work organization, interests or context.
Your safety firstIf you experience repeated humiliation, intimidation or reprisals, or if the other person has power over your job, do not invite them directly to a discussion. Start with your internal recourses, a union, the CNESST or a lawyer.

What to do, in order

  1. 1

    Write down the facts

    Dates, words, actions, witnesses, emails. Stick to what is observable: these notes will serve any step, internal or external.

  2. 2

    Tell disagreement from harassment

    A disagreement is about a decision, a task or a way of doing things. Psychological harassment is a pattern of hostile or unwanted conduct, generally repeated, that harms dignity or integrity and makes the workplace harmful; a single serious act can be enough. The assessment flags signs of harassment or a power imbalance and, in that case, recommends an individual meeting before any meeting with the other person.

  3. 3

    Use internal channels

    Québec's Act respecting labour standards requires employers to take reasonable steps to prevent psychological harassment and to stop it when they know of it, and to adopt a prevention and complaint-handling policy. Check what that policy, your manager, human resources or your union provides.

  4. 4

    Consider mediation, if it is safe and voluntary

    For a conflict between colleagues or within a team, mediation may help restore communication. It requires everyone's agreement, with no fear of reprisals and no hierarchical link that makes a refusal risky. Otherwise we start with individual meetings.

  5. 5

    Know your recourses and their time limits

    For psychological or sexual harassment, a complaint to the CNESST must be filed within 2 years of the last incident of harassment. Mediation does not necessarily suspend this time limit. For advice on your case, consult a lawyer or your union.

What Onesence offers for workplace conflicts

Onesence offers civil mediation between colleagues or with a manager, and training for teams and organizations. The first step is a confidential individual meeting to assess whether mediation is safe, fair and voluntary. Fees are given at first contact.

Mediation replaces neither a harassment prevention policy nor a formal recourse. Are you a manager or in human resources? The assessment has a pathway for you.

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Frequently asked questions

What is the difference between a conflict and harassment?
A conflict is a disagreement between people. Psychological harassment is a pattern of vexatious, hostile or unwanted conduct, generally repeated, that harms a person's dignity or integrity. If in doubt, the assessment and legal advice may help you see clearly.
Can I ask my employer for mediation?
You can suggest it to your manager or human resources, or approach a mediator independently. Mediation requires the agreement of the people involved and, depending on the case, of the employer.
Is workplace mediation confidential?
In general, yes, unless all parties consent to sharing information, or in the rare cases provided by law (such as an imminent risk to someone's safety).
What is the time limit to file a psychological harassment complaint?
The complaint to the CNESST must be filed within 2 years of the last incident of harassment, according to the Administrative Labour Tribunal.

Take stock before choosing a next step

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This content is informational. It does not replace legal advice or professional follow-up.