Managing conflicts at your business isn't just about resolving problems, it’s a critical component of conflict management for leaders and preserving strong team relationships.

Disagreements and personality clashes are bound to happen at any company with employees,  particularly as your small business grows and staff increases. 

In a poll by data insights platform Gitnux, 85 percent of employees reported experiencing some level of conflict at work. Further, unaddressed conflicts in the workplace can have an impact on the wellbeing of your employees, and on your business. 

More than half of the employees (56 percent) who reported having conflicts at work said they felt stress, anxiety and depression as a result, and 40 percent said the conflicts left them less motivated, according to the Gitnux report published in April.

Unresolved tensions can be time-consuming too. Employees become distracted, leading to lower productivity. One study by Myers-Briggs said employees and managers spend an average of 4.3 hours a week dealing with conflict, according to a post by the Society for Human Resource Management. 

It’s important for small business owners, entrepreneurs and other business leaders to identify pathways to more effectively managing workplace conflicts as they arise, from improving communication skills and self-regulation to learning proven resolution tactics. Here’s some insight into how to do that. 

High Conflict-Intelligence Quotient (CIQ)

Using a compilation of surveys, studies, experiences, and a broad range of expert insights,  researchers at Columbia University have identified a checklist of the most effective conflict-engagement strategies for leaders.

The Conflict-Intelligence Quotient (CIQ) outlines four core competencies that leaders can use to navigate workplace conflict effectively.

“The first, and most foundational, is self-awareness and self-regulation—recognizing and managing your personal reactions so that you can remain calm and engage strategically,” explains Peter T. Coleman, professor at Teachers College at Columbia University, where he directs the Morton Deutsch International Center for Cooperation and Conflict Resolution.

The second principle is strong social-conflict skills, which include deep listening, balancing advocacy with collaboration, and checking biases, helps leaders reach constructive solutions. Coleman writes in the July/August cover story for the Harvard Business Review (HBR) magazine.

The third is situational adaptability. “Knowing how to tailor strategies to fit different types of conflict and when to lean in, step back, or adjust for cultural nuances— is also crucial,” he says.

Systemic wisdom is the fourth core competency cited in the article, described as the ability to address “chronic, deeply rooted conflicts by seeing the bigger picture, embracing complexity, and learning from past successes and failures.”

“Leaders who demonstrate the four core competencies have what we call a high conflict-intelligence quotient (CIQ),” writes Coleman.

“Our research indicates that such executives not only excel at dispute resolution but also create workplace environments where team members experience greater job satisfaction, empowerment, and well being.” 

Emotional Intelligence vs. Conflict Intelligence

Emotional intelligence refers to the ability to recognize, understand and manage your own emotions as well as the emotions of others, according to Coleman. “It involves skills like empathy, self-regulation and social awareness.”

However, conflict intelligence encompasses a broader set of competencies,” the Columbia University professor adds. 

“While emotional intelligence is a crucial component of conflict intelligence and enables people to engage constructively and adapt, conflict intelligence includes understanding social dynamics, situational factors, and systemic forces that influence disputes.”

Self-Regulation, and Keeping It Positive

Experts in this field as well as experienced entrepreneurs also point to the importance of keeping your emotions out of play when dealing with conflict at your company.

“Any frustrated business owner knows how easy it can be to slip into negativity after a conflict erupts,” notes a SCORE article. “Always think before you speak. Remember, it’s a conversation, not a trial. If you keep the language positive, whoever you speak to will likely mirror what you’re doing.”

And while the needs of your business may be top of mind when trying to get the conflict resolved, the SCORE post advises business owners to try to express that feeling in positive terms too. “When you keep things positive, you can work toward great solutions efficiently and effectively.” 

Look at Causes of Conflicts

The most common causes of conflict at the workplace, according to the Myers-Briggs survey, is poor communication, lack of role clarity and heavy workloads, the SHRM post says.

Gitnux research attributed 60 percent of organizational conflicts to poor communication, while 54 percent reported disagreements over job responsibilities.

“Every conflict you address is an opportunity to pinpoint the miscommunication that caused it and work on avoiding it in the future,” says Business News Daily article by BND senior writer Kiely Kuligowski.

Turning Conflict Into Opportunity

Developing a high conflict-intelligence quotient (CIQ) is more than a leadership skill—it’s a pathway to a healthier, more productive workplace. By practicing self-regulation, honing social-conflict skills, adapting to situations, and addressing systemic issues, leaders can turn disputes into opportunities for growth. Small business owners who prioritize CIQ create stronger teams, improve employee satisfaction, and build a culture where conflicts are resolved constructively rather than disruptively.