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mention the real motive of business, oppression or interpersonal conflicts, prevention would be
realised behind the back of the participants. On the other hand, if the goal is to change the behaviour
or the moral side, one would have to ignore contradictory requirements under which they work.
It seems most clever to try to connect both sides. On one hand, under hard conditions,
people can be demanded to keep moral principles and not principles of animosity. On the other
hand, problematic work conditions of employees are close to break down the human standards.
Working conditions contain various non-human forces and assumptions. Therefore, to reduce the
risk associated with interpersonal conflicts, companies should try humanise working conditions
(Niedl 1995).
In the corporate practice, it would be reasonable to spread information on interpersonal
conflicts only in such departments that are particularly endangered or where interpersonal conflicts
have already appeared. This could be considered economical, since the time-need and relevant areas
would remain limited. Another goal could be to explain interpersonal conflicts in the whole
company. Although this would be associated with higher expenses, health researches have shown
that usage of a broad prevention is much more expensive. Here are some reasons why: It is simply
more effective for the company if all colleagues try to avoid interpersonal conflicts, secondly an
already escalated conflict could hardly be limited only to one department. Finally, the advantage
would be, that management of the company could be involved into the problem what could
contribute to a better company atmosphere.
It is probable that the explanation will reach all ears, however, it is less probable that this
would also change the consciousness of everybody. It is a mistake to think that prevention could
remove the problem of interpersonal conflicts forever. Maybe in some individual cases stressors
could be aware of the consequences of their behaviour, but their interest in interpersonal conflicts is
too important and they would not give it up. By the way it is not only a question of moral principles:
Positive company atmosphere can break down very easily like a house of cards, for example, in a
case of a shut-down.
From the explanation of interpersonal conflicts victims will gain more than stressors. They
can be explained that they are standing on a backward oriented spiral and that they should look for
support from the reason of their personal protection. Therefore, explanation can contribute to a
broad understanding only if interpersonal conflicts are registered and correspondingly announced in
a due time. For example, preparedness to rely on the protection of victims, dealing with conflict and
reconciliation can be created on labour union meetings by means of explanation. Interpersonal
conflict's prevention is reasonable when it is in accordance with management possible to create
structures that will deal with conflicts (Grund 1995; Brommer 1995; Grunewald 1993):