So now… what do we do with this?
In this type of situation, the natural reflex is often to avoid it.
Because there’s no open conflict.
Because “it’s not really affecting the work.”
Because we hope it will pass.
But in most cases… it doesn’t.
So where do you start?
Don’t wait for it to escalate
When distance sets in, the manager’s role is not to wait for a formal complaint.
It’s to pay attention to what’s happening before that.
A shifting atmosphere.
A weakening collaboration.
Unspoken tensions settling in.
Intervening early isn’t overreacting.
It’s preventing.
Seek to understand… before acting
The trap is wanting to fix things quickly.
Bring both people together.
Force a conversation.
Look for an immediate solution.
But often, the real issue lies elsewhere.
A misunderstanding.
Different expectations.
A frustration that has built over time.
Before bringing people together, you first need to understand each perspective individually.
Bring the conversation back to work — not the people
These situations quickly become personal.
But the intervention must stay grounded in the work:
How we collaborate
How we communicate
What each person needs to do their job well
The goal isn’t to create a friendship.
It’s to restore a functional working relationship.
Don’t carry this alone as a manager
These are delicate situations.
And there is no single “right” way to handle them.
Sometimes, an external perspective helps to:
– clarify what’s really going on
– structure the intervention
– avoid making things worse despite good intentions
In summary
It’s not always the conflict itself that causes the problem.
It’s what we choose — or choose not — to do when it quietly takes hold
Does this reflection resonate with you?
If yes, what are you currently observing in your organization?
If not, what are you experiencing differently?
Your turn
Do you have an HR question?
We can answer it:
- confidentially
- or in a future edition of Jungle HR