So where does this cost come from? Well, a lot of it is time. First, there’s the cost of trying to resolve matters informally, which can put a significant strain on managers, and after that, the additional time spent on any formal procedures.

Imagine there’s a fight that is witnessed by six people. You will need to speak to each of them, make a written record of what they say, collate all that information, and decide if there’s a case to answer. If there is, that means two disciplinary hearings – which could last an hour or two each – followed by the time taken to type up your notes, issue outcome letters, and manage any subsequent appeal.

Should things escalate, there’s the potential for legal processes. In our experience, the average case can require employers to commit around 20 hours of their own time; if that case were to proceed to a full hearing, this could easily rise to 60 to 80 hours when attendance at Tribunal as a witness is factored in. Naturally, this incurs further financial outlay, and that’s before you consider legal fees and, if things don’t go your way, any compensations and awards.

Of course, aside from the obvious disruption of having to deal with these situations, workplace conflict can also drain productivity and invite costs in other ways. According to Acas, of the 9.7 million employees who experienced conflict at work in 2018 to 2019, over half suffered stress, anxiety or depression as a result. Just under 900,000 took time off work, costing organisations £2.2 billion.

It’s well known that absenteeism can greatly affect a business’ bottom line in many ways; as well as the obvious cost of arranging cover, absences can incur indirect costs due to the impact on work quality, continuity, and other colleagues’ morale. However, according to Acas, presenteeism – where employers are at work in body but not in mind – potentially costs even more in lost productivity, estimated to be as much as £2.3 billion.

In this way, workplace conflict can be toxic. Even if it doesn’t result in absences, or resignation or dismissal (and according to Acas it often does, as nearly half a million employees resigned and more than 300,000 were dismissed), it can poison an organisation through its demotivating effects on employees.