“A conflict is not an illness, but it can make you sick”

Workplace conflicts are more common than you think. While not medical issues in themselves, they often have medical implications. Employees report sick, employers become concerned. And soon the issue ends up in the occupational physician’s office. Aukje Huurman, occupational physician at Capability, shares her experiences and insights on workplace conflicts and the role of the occupational physician.

“As an occupational physician, I regularly encounter these situations,” says Aukje. “But it’s important that we clarify our role in them. We’re not here to resolve conflicts, but to assess whether someone is unfit for work due to illness.” That distinction can sometimes be difficult, especially when emotions run high – and because physicians are often among the first to hear the employee’s side of the story.

When does a situation qualify as a workplace conflict?

“The word ‘conflict’ sounds serious, but it doesn’t always feel that way,” says Aukje. “According to guidelines, a workplace conflict exists when one of the two parties feels hindered or harmed by the other. So it’s quite subjective – it’s about perception.”

The cause can vary: a tense working relationship, clashing personalities, a change in schedule, a disappointing performance review, or missing out on a promised bonus. Sometimes it involves discrimination or bullying. Often, it’s an accumulation of several issues that have been building over time.

“What we often see is employees reporting sick after a critical conversation with their manager. Or on a Monday, after hearing on Friday that their role will be eliminated. Then you know it’s not just a case of the flu.”

The role of the occupational physician: assessment, not taking sides

“What I always try to explain is that I give a medical opinion on someone’s work capacity. Not on the cause of the conflict or who is right or wrong,” Aukje clarifies. Still, it can be complex. A worker experiencing stress or tension at work might present a compelling story. It’s natural to empathize, but there’s always another side to consider.

“That’s why it’s so important to stay grounded in your role. We’re not mediators. We don’t conduct investigations. We assess whether someone is medically limited in their work – and what they’re still able to do.” That also means gathering information, she adds. “If the information is not medical in nature, I always ask the employer what’s going on. What’s their version of the story? Only then can I provide a well-founded recommendation.”

Listening, probing, and interpreting

Sometimes you’re aware in advance that a conflict exists. But often it surfaces during the conversation. Aukje: “You hear that someone hasn’t felt heard for a long time. Or that they’ve raised concerns multiple times without response. That kind of information helps put the sick leave into context. I always start the conversation with open questions like: What kind of work do you do? What do you enjoy, and what less so? How is the cooperation with colleagues and supervisors? These questions often naturally bring underlying issues to light.”

What also helps is clarity. “I always explain why I ask certain questions and what I do with the information. That I’m not judging anyone’s behavior, but simply assessing what someone can handle right now.”

No standard approach, but tailored solutions

“No two conflicts are the same,” Aukje says. “Sometimes there’s still space for conversation. Other times, legal counsel is already involved. The communication style of those involved plays a big role too. Is someone conflict-avoidant? Or very outspoken? Do both parties still believe a solution is possible?”

In some cases, a simple intervention can help. “For example, if someone prefers to communicate through HR instead of directly with their manager, that alone can reopen dialogue. And sometimes mediation is needed – especially when the conflict has already escalated. In that case, I may advise using a mediator. Not to mediate myself, but to help open that door. Mediation is truly a separate profession.”

Tips for employers and HR

Here are a few practical tips from Aukje:

1. Recognize signs of tension
   “Frequent short-term absences, withdrawal, or sudden emotions – take them seriously when you notice them in an employee.”
2. Keep the conversation going
   “No matter how hard it is. Silence or avoidance makes it worse. Actively seek ways to keep communication flowing.”
3. Seek help in time
   “The earlier you act, the smaller the chance the situation escalates. Consider involving a confidential advisor or mediator.”
4. Respect the independent role of the occupational physician
   “We are not here to take sides, but to provide objective medical advice. That brings clarity – especially in tense situations.”
5. Look beyond the incident
   “If conflicts frequently occur within a team or department, there may be a structural problem. That calls for an objective perspective and leadership.”

Looking beyond individual absenteeism

The broader context doesn’t go unnoticed in Aukje’s work. “If I see recurring conflicts or sick leave within the same department or under the same supervisor, that’s a signal to me. Then I talk to the employer. Not to pass judgment, but to think along: is there something in the company culture, communication, or leadership that needs attention? Sometimes that’s where the real cause lies. By making that discussable, an organization can really make progress – for both people and performance.”

An independent view, with an eye for what’s needed

“Workplace conflicts are part of the job, no matter how professional you are,” Aukje concludes. “But it really helps when everyone understands their role. As an occupational physician, I don’t take sides. I give an independent medical opinion on someone’s capacity to work. If there’s more going on – deep-rooted tension or psychological issues – I refer to the appropriate specialist, like a psychologist or mediator. That’s part of our role, too.”