Conflicts & Discrimination in the Workplace

This page provides practical knowledge, tips and guidance for dealing with conflicts, bullying, discrimination and integrity-violating behaviour in the workplace.

Not every heated debate within a team, project group or committee needs to be stopped, and not every disagreement in the workplace must be resolved immediately. However, when unresolved factual conflicts develop into relationship conflicts and end in personal attacks or blocked decisions, action should be taken.

All employers are obliged to protect their employees from degrading, discriminatory, intrusive and humiliating behaviour in the workplace.

Our external trust point for employees offers confidential advice and practical knowledge so that conflicts can be recognised and resolved at an early stage.

The earlier de-escalating measures are taken, the less energy and time are required to clarify the blocked situation and restore good cooperation. Ignoring the issue, waiting it out and staying uninvolved are just as ineffective as supposedly quick solutions. Sustainable conflict resolution addresses:

• the behaviour of those involved (communication and interaction);
• the differing interests and objectives;
• the assumptions, attributions and attitudes.

The new attitudes and agreements must be practised, reviewed and adapted in everyday working life so that not only short-term conflict resolution but also long-term conflict management can be achieved.

A conflict exists when opposing opinions, interests, goals or values collide.

Unresolved factual conflicts often develop unnoticed into relationship conflicts and end in hidden or openly expressed personal attacks. Such conflicts must be resolved both on the factual level and on the relationship level. Ignoring this fact means that even the best intentions and most reasonable solutions will not help – a minor trigger is enough for the conflict to flare up again.

Latent conflicts or conflicts simmering beneath the surface are, even if not immediately visible, just as unpleasant and destructive as open, loud and directly expressed conflicts. Without de-escalating measures, the conflict expands or hardens. This also happens silently or when people try to “stay out of it”, avoid contact or treat one another with distance.

The causes of conflict are varied: differing values, limited resources, reorganisations, cost pressure, changes in leadership, changes in tasks and procedures. In most cases, conflict resolution reveals an interplay of several causes.

Mediation creates clarity, promotes mutual understanding and supports sustainable conflict resolution. All parties involved are included, and concrete improvements are developed together.

If a joint discussion is not yet possible, conflict coaching helps to reflect on the situation, gain orientation and clarify the next steps. 

• Information from the Federal Office for Gender Equality on sexual harassment in the workplace
• Database of cases under the Gender Equality Act
• SECO brochure “Bullying and Other Forms of Harassment”
• Legal Guide on Racism
• Information on Racism
• Information brochure on LGBTI

Are you unsure whether what you are experiencing in the workplace constitutes discrimination? Do you not know what to do or how to respond?

As an employee, you have various options for defending yourself. One option is to try to stop the disturbing behaviour yourself by clearly informing the other person verbally or in writing that their behaviour is unwanted and that you will file a complaint if it does not stop.

All employers are obliged to establish regulations defining what is meant by discrimination. These regulations also define the behavioural principles applicable within the company, as well as the procedures, responsibilities and sanctions in serious cases.

If the company does not take action despite your reports, you can obtain advice from the cantonal labour inspectorate or cantonal conciliation authorities regarding possible legal steps.

Unlike the confidential reporting office, which only advises employees and does not intervene, managers are required to take every indication of problematic misconduct within the team or company seriously and to clarify the matter promptly.

For a specific case to be investigated, the person who feels discriminated against must file a complaint. In doing so, they consent to the initiation of a formal procedure. The investigation may be carried out by a suitable internal person. In smaller companies, however, it may be easier for everyone involved if external specialists conduct the investigation.

Discrimination in the workplace is a sensitive issue. A specific case represents an emotionally and professionally very challenging situation for everyone involved, whether affected persons or those responsible.

The responsible manager must stop the harmful behaviour immediately. As part of conflict management, mediation or team coaching can subsequently help to rebuild trust between those affected and within the often indirectly affected team, and to improve the working atmosphere sustainably.