However, an organization can implement some vital strategies to effectively prevent the regular manifestation of major disputes and conflicts in the workplace. First, managers can be trained to handle difficult conversations with employees where they encourage their workers to openly express their opinions. As the importance of feelings and emotions are recognized by management in discussions with staff, then an atmosphere of listening can become commonplace. According to Laaman (2005), managers and leaders who concentrate on fulfilling duties and responsibilities, without focusing on titles or personalities, will stand to win the support of their employees (Laaman, 2005).
Also, there should be clear discipline, grievance and dispute procedures for dealing with conflict. Contracts of employment should have these processes unambiguously outlined, so that there is a mechanism in place to deal in an equitable fashion with conflicts. Moreover, the organization should be ready to seek outside help when needed, by using, for example, a third party for mediation. Promoting a culture of encouragement and participation will be another mechanism that can be helpful in stimulating awareness and understanding among workers. Along with this philosophy, upholding a workplace environment where harassment and bullying are unacceptable will serve to support workers and make them more comfortable. For more major issues that employees may be dealing with, the availability of confidential support that the company offers will be appreciated. Workers who will feel support from their employer may be more likely to demonstrate loyalty and work harder. According to Eurich (2014), in his article "Three Ways to Stop Your Job From Ruining Your Life" thousands of workers who were surveyed admitted to taking work home (Eurich, 2014). This study illustrates what many workers in many industries already regularly do: take care of work-related tasks work time is officially over.