Conflict, Aggression and Bullying

It is reasonable to assume that, where there are people, sooner or later there will be conflict. Indeed, it can be argued that conflict is part of the human condition and that it would be naïve not to account for it in trying to understand human experience. In the workplace, conflict can be seen to be particularly significant, partly because the workplace can be a major site of conflict (as we shall see below) and partly because conflict can be so problematic for the workplace in terms of inhibiting organizations in their attempts to achieve their goals and proving harmful for staff, managers and other stakeholders. Conflict can be a detrimental enough phenomenon in its own right. However, when we recognize that it can also lead to other, even more serious problems, such as aggression, violence, bullying and harassment, then it becomes even more apparent that conflict is a subject worthy of close attention. There is therefore much to be gained from giving conflict and related matters careful consideration in our efforts to make sense of workplace well-being and how best to promote it. These are very important issues, but unfortunately they are often oversimplified. A more sophisticated approach is called for, and this chapter serves to lay the foundations for developing such an approach by exploring some of the key issues involved.