Employers are being urged to scrap unclear language such as “nipping it in the bud” when handling workplace disputes, as it may confuse staff and prevent early resolution of conflict.
New research for Acas – the public body that provides impartial advice to employers and employees – found that ambiguous phrases often muddle expectations and hinder informal dialogue. Descriptions such as “an open and honest conversation” were seen as more constructive, helping people feel heard and supported.
The study, which examined how language influences outcomes during informal conflict resolution, found that clear communication can reduce defensiveness, build trust and help avoid the need for costly formal procedures.
“Language matters when it comes to informal and early resolution. Some words like ‘dispute’ and ‘grievance’ provoke defensiveness and make people think the conversation is about conflict and sanction rather than support or problem-solving,” Kevin Rowan, director of Dispute Resolution at Acas, said.
Clear Language ‘Encourages Dialogue’
The report warned that vague terminology often minimises the seriousness of a problem or creates confusion about what action is being taken. While “nipping it in the bud” may suggest proactivity, it lacks clarity and may leave staff unsure what the issue is or what’s expected of them.
Neutral and descriptive phrases such as “facilitated discussion” were felt to reduce tension and allow a more open exchange of views. Informal conversations should differ in tone and purpose from formal investigations, Acas said, focusing on shared understanding rather than sanction.
Managers Need Support to Intervene Early
A key finding of the research was that many line managers feel ill-equipped to handle conflict informally. Without the necessary confidence, time or training, issues may go unaddressed or be mishandled, increasing the likelihood of escalation.
Acas said informal resolution is more likely to succeed where:
- Managers receive practical training, support and protected time to handle workplace issues
- Policies explicitly reference informal options alongside formal grievance routes
- Organisations promote a culture of early dialogue and mutual respect
“Conversations for informal resolution should be different from formal processes. Whereas formal investigations are about ascertaining facts, informal conversations should be about identifying concerns and differing points of view,” said Rowan.
Conflict Carries a Heavy Cost
Workplace conflict costs UK employers an estimated £28.5 billion each year, according to earlier Acas figures. This includes costs related to staff turnover, absence, lost productivity and formal proceedings.
“When workplace issues escalate and become formal disciplinary or grievance processes, costs escalate significantly,” Rowan said. “Early resolution may not always work, but where it does, there are huge financial savings as well as emotional gains to be made.”
Findings from the Chartered Institute of Personnel and Development (CIPD) also show that conflict can have a significant wellbeing impact. Among employees who had experienced workplace conflict in the previous year, nearly 40% reported stress, anxiety or depression as a result.
What Employers Can Do
Experts advise that employers should:
- Equip line managers with regular training on how to approach informal conflict constructively
- Use specific, neutral language that sets expectations without inflaming tension
- Review internal procedures to ensure informal resolution routes are visible and encouraged
- Develop psychological safety, so employees feel able to raise concerns early
- Acknowledge power imbalances, especially when managers are mediating with direct reports
Acas offers a range of free guidance, training and templates to help employers handle conflict early and informally. It includes step-by-step advice on managing difficult conversations and recognising when informal routes are no longer appropriate.