Conflict: It happens. In many forms. How can we manage it? From microaggressions and micromanagement, to bullying, harassment, and whistleblowing, this section contains resources and insight on how to approach these sensitive issues.

The first step, as an organization or individual employee, is to empower open communication amongst managers and peers. Establish progress reports and meetings on projects in order to deter micromanagers. Create strict policies with real repercussions on bullying and harassment – and stick to them. Hold your organization accountable for it’s policies and speak out (firmly, politely, and to the right people) when something seems amiss.

Find someone of influence in your organization that you can go to for help. This person is your advocate. They should be able to support and encourage you, as well as have your back in difficult situations. Can’t find someone in your organization? Find someone on the outside that has ties and clout within your organization. Then, be open and willing to serve as an advocate for others.

SKIM IT: The Dos and Don’ts of Conflict Resolution:

  • DO be an advocate for someone, and find one for yourself.
  • DO follow the “Golden Rule.” It may seem cheesy, but it’s humanity in a nutshell.
  • DO address bullying, gossip, and harassment in your organization’s workplace policies.
  • DON’T forget to write things down! Save emails, and make notes about conversations (and date them). It never hurts to have a brief log of what happened each day in case you need it down the line.
  • DON’T be a jerk! (Really, just don’t.)

Bullying, Harassment, & Microaggressions


  • Micromanagement Handout by Leah Cooper for PAHRTS: Handout with exercises and questions for discussion on micromanagement from the perspective of the manager and the managed. Includes summaries of:
    • Ten Signs of Micromanagement by Martin Webster, from Leadership Thoughts: Includes strategies for dealing with micromanagers.
    • Stop Being Micromanaged:  by Amy Gallo, Harvard Business Review: Includes practical tactics for the micromanag-ed to address and/or cope with the behavior.
    • Signs that You’re a Micromanager: by Muriel Maignan Wilkins, Harvard Business Review: If you’ve been accused of micromanaging, or if you’ve noticed that you don’t trust your team, or if you have a deep-rooted fear of failure, you might be micromanaging. This article includes not just the signs, but some practical advice for how you can knock it off.
    • How to Stop Micromanaging your Team: by Rebecca Knight, Harvard Business Review. Tips for the micromanager to change your own behavior.

Whistleblowing & Retaliation