As 2026 begins, geopolitical uncertainty is causing a sense of unease about the months ahead. It’s no wonder that an increasing number of people are avoiding the news. The Ipsos Happiness Index 2025 reports that people are less happy now than they were when the survey began 14 years ago. And in the workplace, a recent study found that 25% of British workers say their job makes them unhappy.
Against this backdrop, it might be tempting to take a gloomy view of what’s in store this year, especially on ‘Blue Monday’, a day associated with low morale. Yet in one area that is often viewed negatively – workplace conflict – there are indications that something constructive is emerging. As a workplace mediator, there’s one word I will be channeling this year: ‘hope’. From individual experiences to organizational perspectives and broader societal trends, there are compelling reasons why hope will matter in relation to conflict at work in 2026.
Workplace conflict: Reasons to be hopeful in 2026
Workers remain hopeful, despite an increase in workplace conflict.
Hope is characterized by a positive view of the future and a belief in the possibility of change. Many studies have found that hope is positively correlated with well-being and personal goals. In the context of workplace conflict, hope plays a particularly important role because it helps people move beyond a victim mindset to recognize that they have agency. This can open up new possibilities for a way forward.
In my mediation practice, I regularly see people come to mediation with hope, even when a conflict is causing them significant distress. I also see new hope emerge during mediation, a process that is often transformative. Although a recent Acas study reported that workplace conflict was higher than ever, with over two-fifths of working-age adults experiencing conflict at work in the last 12 months, it also found that 45% of people decided to speak directly to their manager about an existing conflict. This reflects an underlying hope that raising concerns can lead to positive change.
Organizations are becoming more conflict-literate
Another reason for optimism is the growing recognition among many organizations that conflict management skills are of strategic importance. In 2025, LinkedIn’s “Skills on the Rise” revealed that conflict mitigation was the second fastest-growing skill that companies are recruiting for, after AI literacy.
Organizations are also increasingly seeking ways to manage conflict differently, shifting from a traditional reactive approach to a more proactive one that favors early resolution. Many HR and people teams are evolving company policies for handling conflict issues from a grievance-led approach to policies that encourage and support informal resolution. More organizations are including conflict skills in leadership and management development programmes, and providing specialist in-house support, such as conflict facilitation and mediation. Consensio research into conflict at work found that employees trained as workplace mediators often become advocates for healthier ways of working, helping to shift organizational culture.
Global workplace trends point to a more conflict-competent future
Broader workplace trends also support a more hopeful outlook. Technological change is enabling new ways of equipping staff with the tools needed to manage conflict more effectively. Another opportunity is the multigenerational, flexible workforce. With more generations working side by side, and flexible working broadening access to diverse talent, workplaces are bringing together a wider range of perspectives and experiences. When approached thoughtfully, these differences can strengthen decision-making and innovation.
Why hope matters in workplace conflict
While the scientific basis of Blue Monday may be disputed, the concept resonates because it reflects how many people feel at this time of year. Research from the American Psychological Association (APA) suggests that hope may be the antidote to today’s chaotic world and cites a growing body of research showing that cultivating positive change requires hope as a vital first step. If so, in the context of workplace conflict, there are signs that those first steps are being taken, making hope an essential starting point for 2026.
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