posted 19th February 2026
Two out of five working-age adults have experienced conflict at work in the last 12 months, whether with a colleague, manager, direct report, customer, or member of the public, according to an ACAS survey published in November 2025.
Over half reported that they suffered from stress, anxiety or depression as a result, with others stating that they experienced a drop in motivation and commitment.
That statistic is significant. But behind it are real people, real teams and real organisations.
The Impact of Investigations
Anyone who has been involved in a workplace investigation will understand the impact they can have, and how quickly things can escalate to a point where relationships become difficult to repair.
Through the investigations I have carried out, I have consistently noticed the effect not only on the individual who raised the grievance or the person being disciplined, but also on witnesses, line managers and colleagues working alongside them.
However carefully confidentiality is managed, uncertainty spreads. People speculate. Teams begin to feel unsettled. Engagement can dip. Productivity can be affected.
As an independent investigator, I have seen how the early stages of a process often shape what follows. Tone, communication and clarity matter more than we sometimes realise.
A Familiar Pattern
A recent grievance investigation I conducted, which sadly reflects a pattern I have seen before, unfolded like this:
- A colleague was informed there will be an investigation.
- Anxiety increased for those involved, unsure of what will happen next or how they will continue working together.
- The line manager understood they were responsible for the investigation but felt reluctant or under pressure from more senior colleagues.
- The wider team begins to speculate.
- Interviews are arranged.
- Tension builds.
By the time the investigation concludes, the original issue is often only part of the story. Trust may have been damaged, confidence may have been shaken and relationships may feel strained.
In some cases, investigations are necessary. I am certainly not advocating for misconduct to be ignored or inappropriate behaviour to be accepted.
But it is worth asking: could some of these situations have been addressed earlier?
In many instances, I believe they could.
When Prevention Is Missing
The HPMA discussion paper When We Do Harm and the book Under Investigation outline the potential harm that can occur when investigations are not handled with care, compassion or at an appropriate pace.
When processes are drawn out unnecessarily or handled without sufficient sensitivity, the impact extends beyond the individuals directly involved. The ripple effect can reach into team dynamics, workplace culture and even relationships outside of work.
I have witnessed this first-hand.
Supporting Managers Before Issues Escalate
So often I have seen issues escalate to grievance or disciplinary processes when they might have been addressed weeks, months or even years earlier.
People are frequently promoted because they show potential. They are capable, technically strong and trusted to deliver results. Yet managing people brings a different set of challenges. Many have not been given the space or support to develop those skills fully.
Training is important. Internal mentoring can be valuable.
Coaching also has a role to play.
Providing managers and leaders with a confidential space to explore how they will approach a difficult conversation, address behaviour concerns or lead through change can make a significant difference. It allows them to reflect, to think ahead and to act with clarity rather than react under pressure.
Coaching is not a cure-all. But it can be one of the practical ways organisations strengthen leadership capability and reduce the likelihood of conflict escalating unnecessarily.
Strong, values-driven leadership is not demonstrated only when something goes wrong. It is shown in the everyday decisions and conversations that prevent issues from reaching that stage in the first place.
You can read more about how this approach has supported managers and leaders in The Strength Report.
