Maé Ustarroz, consultant and coach in management strategies, has recently created two new training programs on conflict management and fostering a culture of collaboration in a multicultural environment—highly strategic topics for an organization’s well-being. Interview.
Workplace conflicts have seemingly existed since the dawn of time. Have you noticed any evolution in their nature?
Maé Ustarroz: I am seeing more and more conflicts related to intergenerational management. Typically, Generation X managing “Z” employees. A generation that is more anxious but seeks greater flexibility and better alignment between their work and values.
We are dealing with different types of motivation compared to people born before the 1980s. This can lead to misunderstandings in the workplace and ultimately result in tensions.
Where does your interest in workplace conflict management come from?
Maé Ustarroz: From my professional experiences. More specifically—and this may seem paradoxical—my aversion to conflict! I have a background in marketing communication, and in 2014, I became the general manager of a large climbing and yoga center. I was 27 years old and responsible for around fifty people, with many human-related challenges.
While my previous roles had only financial objectives, in this position, I also had to manage the human aspect, which was a major source of stress.
I started seeking guidance and realized that I could not achieve my financial goals without mastering the human factor. As I found the right tools to help me, I developed a passion for building corporate cultures, fostering internal engagement, and creating lasting bridges between teams. So much so that it has become my favorite subject today!
Is this new training primarily aimed at managers who, like you at the time, struggle with these issues in their daily work?
Maé Ustarroz: Exactly. Typically, people who become managers come from a different field and have not studied management. They suddenly find themselves in this role, often without having the foundational knowledge of the job. This can be very destabilizing, as it was for me. This training aims to equip those who face significant stress in their new management role.
Has the rise of remote work aggravated or improved conflict management?
Maé Ustarroz: In my view, remote work can amplify tensions. If someone works remotely to avoid colleagues, they are not solving the problem. This highlights the need to adapt our work cultures and create new rituals to maintain healthy collaborative relationships at a distance. Discipline and structure are essential—something that used to happen informally when everyone was in the office.
You also offer a training program on collaboration culture for multicultural teams. This is also related to conflict management, isn’t it?
Maé Ustarroz: Yes. I see this when working with clients who have offices in multiple countries. The combination of remote work and multicultural factors can lead to polarized opinions and the emergence of stereotypes—a perfect breeding ground for conflicts!
This leads to latent consequences: teams judging each other, a breakdown in communication, and organizational dysfunctions. This is why collaboration culture is so crucial in this kind of environment.
What best practices would you recommend for effectively managing conflicts in an organization?
Maé Ustarroz: Rationalizing emotions and planning interventions. The key challenge in conflict management is preparation—acting appropriately to avoid falling into one of two extremes: avoidance or emotional confrontation.
Usually, those I work with quickly realize that the issues are more complex than they initially thought. Conflicts often involve not just personality clashes but also organizational factors, communication issues, and many other elements that contribute to the situation as they perceive it.
Managers should not view conflict management as a waste of time but as an investment. If a conflict is not resolved, it will resurface and negatively impact corporate culture, employee motivation, and ultimately, performance—which is even more damaging.
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