Workplace Disagreement

A difference of opinion in relation to an action, decision, discussion, or other issue. A disagreement might be categorised as being something which is:
• of a general or more specific nature,
• a minor or significant issue,
• a formal or informal situation.

A disagreement will often contain one feature from each category. For example, a workplace disagreement over a minor trivial issue, could be either general or specific, but typically informal. This type of disagreement can usually be solved amicably and fairly speedily, often not being considered much of a disagreement at all.

Another informal and lesser type of disagreement might be over a work activity, such as the most appropriate fertiliser to apply to a sward, although a constructive and well-informed discussion should be able to resolve this type of disagreement. If someone's time keeping or quality of work output is also questioned then there may also be a disagreement over how this is interpreted and how it might be resolved, but an informal, and motivating, discussion with the person's line manager should ideally resolve this type of situation. Informal and minor disagreements should nearly always be tried to be resolved by discussing with a line manager, or colleagues, rather than the situation being left to become an unnecessarily significant and much more serious one in the near future.

By contrast, a more serious disagreement, such as over working conditions, pay, or expected work duties which are not specified within a job description, would usually be a formal disagreement and would typically need a formal procedure, usually laid out in a grievance policy, to be followed to resolve the disagreement. Formal disagreements may also require the involvement of third parties, such as a staff or trade union representative, or similar.

Where serious workplace malpractice has taken place then this would most likely result in a disciplinary procedure being actioned, which is a formal and documented approach to resolving a disagreement between different parties. The outcome of such a disagreement might be that a mutually satisfactory agreement is not reached but the formal procedure had been correctly followed, with the person being disciplined either being shown to have not met the required expectations of an employee or for the allegation being made against the individual being determined as unfounded, or other outcome between the two stated.

A formal and significant disagreement may also arise which can be resolved amicably through a well-planned discussion. A good example could be that of an individual undertaking their annual performance appraisal, where a line manager might have raised some concerns (which may or may not be justified) about the individual but following a constructive discussion clarification of any misunderstanding of a role, behaviour, standards achieved etc. the initial disagreement can be turned into an agreement.