by Christy Williams | March 5, 2025
As your institution processes its response to recent executive orders and the reactions of employees and students across campus, increasing workplace tensions may make it more challenging for your HR team to maintain a positive and collaborative environment.
These challenges are not novel for higher ed HR, but they can be used as a springboard to examine the approaches you’ve used in the past and reimagine how they should — or could — evolve now. So, how can we support each other in our collective need for respectful discourse and civil disagreement? Here are some valuable insights and resources to help you along the way.
Develop Conflict-Savvy Leaders
Conflict is an inevitable part of any workplace, and higher ed institutions are no exception. Erica Hines, chief human resources and personnel success officer at Community College of Aurora, recommends that rather than attempting to avoid conflict altogether, we recognize the importance of embracing conflict as an opportunity for growth. And creating a conflict-savvy culture like that begins at the top.
It’s important for leaders not only to be prepared to address conflict, but also to model that behavior for everyone in your institution — administration, faculty, staff and students.
As Hines details in her webinar, Developing Conflict-Savvy Leaders, when your institution’s leadership is prepared for conflict, a culture of trust can be built. When leaders are willing to face conflict head-on and focus on finding win-win solutions, fewer issues escalate.
Train for Conflict Resolution
It’s not enough, however, for only administration to be conflict-savvy and model civil conversations. Managers and employees should be provided with strategies for de-escalating workplace tensions.
Tulane University’s conflict resolution program supports its employees with a variety of conflict resolution services, including consultations to learn about their program, coaching to help employees with specific challenges, mediation to help employees through a disagreement, and facilitated conversations led by a professionally trained specialist. Tulane’s HR team believes that “conflict can be a tool for positive change when employees have the resources to build upon their conflict competence.”
Establish Clear Norms Around Communication and Feedback
In the Developing Conflict-Savvy Leaders webinar, Erica Hines stresses that employees at all levels need to understand how to give and receive input in a constructive way. One norm she suggests is to use “I” or “my” when offering feedback. For example, “Here’s what I noticed…” or “Here’s what I felt when…” A norm you might establish for receiving feedback could focus on active listening, summarizing what you just heard, and then asking how you can reach a win-win solution. For example, “What would you prefer I do in that situation?” Or “What ideas do you have for managing this situation in the future?”
When teams have a shared understanding of how to navigate difficult conversations, they can address issues proactively instead of letting them escalate. By integrating these practices into daily interactions, you can cultivate an environment where open dialogue and mutual respect thrive.
Prioritize Professionalism and Civility
Creating a culture of professionalism is the foundation of a kinder campus. As Jennifer Parker, assistant director of HR operations at the Colorado Community College System, highlights in her article, A Kinder Campus, professionalism is more than just following policies. Professionalism is how faculty, staff and administrators treat one another daily. Respect, integrity and ethical conduct should guide every interaction, ensuring that civility remains a cornerstone of your culture.
Beyond professionalism, Parker emphasized the role of active listening and empathy in conflict resolution. When employees take the time to truly listen and seek to understand different perspectives, they’re not just resolving disputes — they’re “building bridges of trust.” Demonstrating empathy during difficult conversations helps diffuse tension and encourages constructive dialogue. When you prioritize professionalism, you create an environment where trust and collaboration flourish.
From Conflict to Meaningful Conversations
Addressing workplace conflict isn’t just about resolving disputes — it’s about creating an environment where open dialogue is encouraged, and employees feel heard and supported. Because of this, conflict resolution training shouldn’t be a one-time event, but an ongoing practice woven into workplace culture. While difficult conversations may never be easy, the more everyone practices, the more natural those conversations become. By setting clear expectations, proactively guiding discussions, and championing a culture of respect, you can help transform workplace tensions into opportunities for growth and collaboration.
Related CUPA-HR Resources
Developing Conflict-Savvy Leaders — This CUPA-HR webinar explores how HR can help leaders address conflict head-on, thus minimizing the need for HR intervention down the line.
Ushering in the New Wave of Conflict Resolution: Tulane University’s Restorative Approach — This article details the launch of Tulane University’s conflict-resolution program.
A Kinder Campus: Building an AI-Powered, Repeatable and Fun Civility Training Program — This magazine article outlines how the Colorado Community College System created a campaign to address incivility on their campuses.
Civility in the Workplace Toolkit — This HR toolkit provides practical strategies for fostering respectful communications and managing workplace conflicts.
Managing Difficult Conversations Toolkit — This HR toolkit provides basic strategies that can be widely used as starting points for many challenging conversations.
Next Steps: A Practical Guide for Ensuring Access and Opportunity for All Employees — This CUPA-HR blog post offers considerations for ensuring that you are providing equal access and opportunity for all.
Resilience and Psychological Safety: Navigating Uncertainty — This blog post explores how resilience and psychological safety can be particularly useful in times of change and uncertainty.
