Conflict in the Workplace: Revisiting Eric Williamson’s Timeless Approach

A Take on Modern Challenges with Timeless Strategies

Six years ago, Eric Williamson published How to Work with Jerks: Getting Shit Stuff Done with People You Can’t Stand, a provocative title but essential survival guide for navigating workplace conflict. In it, he shared practical strategies for dealing with the difficult personalities we all inevitably encounter. Since then, much has changed—workplaces have become more hybrid, technology has advanced, and new pressures have emerged. But one thing remains constant: conflict in the workplace is still a fact of life.

Eric recently invited me to sit down and talk about his new project to redefine conflict resolution for today’s workforce. “The tech world has shifted, you know, and so have the challenges,” he told me during our conversation. “I want to address what’s really happening in workplaces now, not just what was relevant six years ago.” Catch the interview here:

Eric’s upcoming project isn’t just a rehash of his book—it’s a fresh take, informed by insights he’s gathering through interviews with leaders across industries. He’s exploring how conflict impacts teams today and how leaders can equip themselves to resolve it effectively.

Communication: The Root of Most Conflicts

Eric asked me about the biggest sources of conflict in today’s workplaces. My answer was simple: communication—or the lack of it. “You can say one thing, but the person on the other side hears something completely different,” I explained. “Then deadlines roll around, and suddenly it’s like, ‘Wait, I thought you meant this.’”

Eric agreed. “You know, miscommunication just, like, snowballs,” I said. “Meetings without clear goals turn into gripe sessions, and suddenly the focus is on admiring the problems, not finding the solutions. It’s exhausting.”

This isn’t just anecdotal. Research backs it up: a study by Grammarly found that poor communication costs companies an estimated $1.2 trillion annually in lost productivity.

The Role of Leadership

One point we kept coming back to was the critical role leaders play in setting the tone for conflict resolution. “If there’s an issue, address it—don’t sweep it under the rug,” I told Eric. “I’ve been in meetings where someone says, ‘Let’s table that,’ and I push back: ‘No, let’s hash it out right now.’ Sure, it’s uncomfortable, but those tough conversations clear the air and help everyone move forward.”

Eric connected with this, emphasizing the importance of leaders who foster transparency and honesty. “What you really need are leaders who can, like, look past the hurdles and say, ‘Here’s how we can get this done,’” he said. “Those are the people who push progress forward.”

But resolving conflict isn’t just about addressing it head-on. It’s also about understanding the dynamics that fuel it. Personal struggles, blurred boundaries between work and life, and the pressures of hybrid setups all contribute. “Life happens,” I explained. “Younger teammates might be juggling family responsibilities, and that stress shows up in their communication or work style.”

Tools That Work

What could set Eric’s program apart is a focus on equipping leaders with tools they can actually use. “You can’t just hand out gimmicks or tricks that feel fake—authenticity is key,” Eric emphasized. It’s about providing practical frameworks that work in messy real-world situations, not just idealized scenarios.

This aligns with my own approach. During our conversation, I emphasized the importance of tools like emotional intelligence. “You have to recognize when you’re being emotionally hijacked and step back before things spiral,” I said. Eric nodded in agreement and added, “You can’t unscramble eggs. Once things escalate, it’s tough to bring it back,” Eric said. “That’s why staying composed and catching the conflict early is so important. It’s much easier to redirect a conversation before emotions take over.” “It’s not easy, but it’s crucial,” I continued. “If you can stay objective, you can diffuse almost any situation.”

Eric is also exploring different formats for delivering his program, from virtual coaching for remote teams to in-person workshops. “In-person sessions, honestly, are super effective because you can, like, read body language and really dig into scenarios together,” I said.

Why It Matters

The stakes for getting conflict resolution right have never been higher. Poor workplace relationships don’t just impact morale—they hurt productivity, retention, and even innovation. As workplaces continue to evolve, the ability to work effectively with others, especially those we find difficult, will remain a cornerstone of success.

Eric closed our conversation with a point I shared that resonated with him deeply: “Help leaders build bridges across their organizations. Tech people often stay in their silos, but understanding how the business connects as a whole is invaluable.”

Final Thoughts

Here’s the thing about workplace conflict: sometimes, the jerk isn’t the other person—it might be you. That’s a tough realization, but an important one if you want to grow. That’s a hard pill to swallow, but it’s a necessary realization if you want to grow. Conflict resolution starts with self-awareness. Ask yourself:

• Am I listening?
• Am I communicating clearly?
• Am I contributing to the problem or the solution?

Eric Williamson’s How to Work with Jerks: Getting Shit Stuff Done with People You Can’t Stand remains a timeless resource, but his new program promises to take conflict resolution to the next level. By addressing today’s unique challenges, he’s equipping leaders to navigate not just the jerks in their workplace but the broader forces shaping how we work together.

Curious to learn more? Read the full interview with Eric Williamson where we take a journey into practical strategies, leadership insights, and what it takes to create workplaces where everyone can thrive. A link to the interview will be in the comments.

So, let’s hear it: What’s the toughest workplace conflict you’ve faced, and how did you resolve it? Share your thoughts—I’d love to keep the conversation going.

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Disclaimer: The opinions expressed in this article are my own and do not reflect those of my employer. This content is intended for informational purposes only and is based on publicly available information.