Tiffs and tension between coworkers are more than annoyances or water cooler fodder. From decreased productivity to high turnover and revenue loss, it’s impacting your business in a big, bad way. Editor’s note: This is the first of two pieces in our series on recognizing and mitigating workplace friction.
In other words, seemingly minor spats can have a wide impact, and in more ways than you likely realize. Ways like these:
It’s Poisoning the Well.
That negativity can undercut a company’s market competitiveness. An organization can successfully overcome challenges only if everyone is fully committed to the task. “But conflicts act as interference,” says Mackin. “Employees won’t give all they’ve got when there’s unresolved issues.”
It’s Hindering Productivity.
And that’s assuming staff members make it into the office at all. According to the CPP study, one quarter of U.S. employees have taken sick days or missed work to avoid workplace tension. “Stress is the number one reason employees miss work—and unresolved conflict is the root cause of stress,” says Anne McSorley of WorkBest Consulting, a business consulting and executive coaching firm that’s worked with Lockheed Martin and Wells Fargo.
It’s Stealing Stars.
It’s Ravaging Your Bottom Line.
All of this adds up to a dollars-and-cents cost to companies. Three hours a week may not sound like a lot, but that conflict-coopted time comes at a hefty price: according to CPP, $359 billion in the U.S. (based on average hourly earnings of $17.95). For the one in four employees out sick, tack on an additional $140 for every day missed. And don’t forget the expense of those fleeing altogether. Replacing an employee costs 150 to 200 percent more than that employee’s salary and benefits, so even mid-level employees can cost at least $80,000 to replace.
Of course, there are less obvious expenses, too. “One hidden cost is the health effects,” says Runde. “Stress creates physical and psychological problems, which can lead to higher healthcare costs for individuals and organizations.” By some estimates, the all-in cost of office friction to U.S. employers is $200 billion per year. In fact, research has shown that each instance of conflict can cost organizations $50,000 to $500,000.
The Takeaway: The cost of workplace conflict extends far beyond the parties involved. The cost is to the company as a whole, and thus any issues of friction should be seen as a company-wide concern.
In the second part of this series, we’ll discuss how leadership can prevent and mitigate conflict.