Workplace relationships play a critical role in shaping organisational culture and productivity. When nurtured responsibly, these relationships can contribute to positive morale, collaboration and overall job satisfaction. However, issues arise when these alliances evolve into exclusive groups known as cliques. These informal but deeply ingrained social units can often create unintended consequences for team unity and output. Left unaddressed, cliques can erode trust, stifle communication and give rise to an ‘us versus them’ mentality.
Cliques are a natural human phenomenon, often stemming from shared interests, histories or professional backgrounds. While it’s only human to gravitate towards those with whom we feel comfortable, problems emerge when this natural behaviour leads to the exclusion or marginalisation of others. Particularly in diverse workplaces, where inclusivity should be championed, cliques can stand in stark opposition to these values. They become even more problematic when they influence decisions, limit access to opportunities, or foster a hostile work environment.
Managers and HR professionals are often tasked with managing the fallout from these situations. However, punitive approaches can exacerbate the problem. Addressing the issues raised by cliques requires a more considered, nuanced and collaborative approach. One of the most effective ways to achieve this is through mediation.
Recognising the Signs and Implications
Identifying a clique is not always straightforward. A group of employees regularly socialising together is not inherently a clique. The defining characteristic is whether their behaviour negatively impacts others in the workplace. Warning signs include employees feeling excluded from conversations or decisions, gossip or passive-aggressive behaviour, decreased team collaboration and complaints from those outside the group.
The implications are significant, both at an individual and organisational level. For individuals, feelings of isolation or resentment can lead to stress, reduced job satisfaction and even absenteeism or resignation. For teams, cliques can create communication breakdowns, conflict, reduced productivity and a lack of cohesion. Organisations may see increased employee turnover, reputational harm and challenges in promoting diversity and inclusion.
It’s worth noting that cliques often thrive in environments where leadership is inconsistent or unclear. When employees feel uncertain about their position or undervalued by management, they may seek comfort and affirmation in smaller peer groups. Likewise, if management appears to favour certain individuals or groups—intentionally or not—this can legitimise clique behaviour and entrench divisions.
Taking a Mediation-Based Approach
Mediation offers an avenue to resolve interpersonal and intergroup conflict in a structured but non-confrontational way. Unlike formal disciplinary procedures, which can create defensiveness or further division, mediation fosters dialogue, understanding and voluntary agreement. It works by creating a safe, confidential environment in which parties can express their perspectives, listen to each other and work collaboratively towards a solution.
The role of the mediator is not to make decisions or take sides, but to facilitate honest communication. This is particularly important in situations involving cliques, where issues may be deeply rooted in misperceptions, historical grievances or unconscious biases. Mediation encourages individuals to see beyond the immediate emotions and consider the wider impact of their actions—and those of others—on team dynamics.
Before initiating a mediation process, it’s vital to assess whether all parties are willing to participate in good faith. Mediation is most effective when individuals are open to listening and compromise. A skilled mediator will ensure that the process is voluntary, confidential and respectful. If resistance is encountered, it may be necessary to address initial barriers through one-to-one discussions.
Preparing for Mediation
Effective mediation begins with preparation—not just by the mediator, but by the organisation. Leadership needs to acknowledge that cliques and the conflicts they generate are not unusual, but they do require active management. Fostering an organisational culture that values open communication and emotional intelligence can reduce stigma and help employees approach mediation positively.
For the mediator, preparation involves understanding the history and nature of the conflict, establishing ground rules, confirming the willingness of all parties and setting clear expectations. The mediator must also remain neutral and keep the focus on behaviours rather than personalities.
It’s equally important to prepare the participants. Many may feel apprehensive or defensive. Emotional readiness plays a crucial role in whether mediation will succeed. Conversations ideally begin by framing the mediation as an opportunity for mutual understanding rather than apportioning blame. Setting clear goals—such as improving communication, rebuilding trust or clarifying expectations—can give all parties a shared purpose.
Conducting the Mediation Session
The success of mediation is heavily influenced by the tone set at the beginning. The mediator must establish a safe space where confidentiality, empathy and active listening are paramount. Each participant should have equal time to speak, without interruption. Emphasis should be placed on listening without judgment and focusing on one’s own experience rather than generalising or making assumptions about others.
During discussions, the mediator guides participants to explore how their actions and perceptions influence the situation. The mediator may use techniques such as reframing, open questioning and summarising to help individuals articulate their concerns clearly. As the session progresses, patterns of behaviour and specific points of contention tend to emerge.
In many cases, individuals begin to understand how their group dynamics were interpreted—or misinterpreted—by others. For instance, what one group viewed as harmless inside jokes or social bonding may have felt exclusionary or hostile to others. Conversely, individuals who felt marginalised may come to realise that no deliberate harm was intended, even though the impact remained significant.
An important aspect of mediation is recognising that resolution doesn’t always mean complete agreement. Instead, it focuses on establishing shared understanding and developing practical strategies for moving forward. Participants may agree to specific changes, such as involving others in decisions, adjusting communication styles or setting new norms for transparency.
Post-Mediation Strategies for Long-Term Change
While a successful mediation session can provide immediate relief and clarity, long-term success requires follow-up and sustained commitment. One mediation session may uncover far-reaching cultural or procedural issues that need to be addressed at a systemic level. Observing agreed actions, providing ongoing support and making space for regular feedback are vital to consolidating gains.
Leaders have a key role to play in setting the tone from the top. Modelling inclusive behaviour, rewarding collaboration and ensuring that all voices are heard (not just the most dominant ones) help reinforce the desired behaviours. Team-building workshops, communication training or diversity & inclusion initiatives can be useful tools in reinforcing messages that emerge from mediation.
It is also advisable to re-evaluate team structures, communication methods and decision-making processes. Are opportunities for advancement widely available? Do all team members have access to support and visibility? Are informal channels of influence undermining formal hierarchies? Reviewing these elements helps to embed learnings from mediation more deeply into the organisational fabric.
Periodically revisiting the outcomes of the mediation with participants ensures accountability. These check-ins, ideally facilitated by someone neutral, allow individuals to reflect on progress, voice any new challenges and adapt strategies as necessary. This ongoing engagement helps to prevent the re-emergence of cliques or the festering of unresolved tensions.
Creating a Culture That Prevents Cliques
Prevention, of course, is preferable to cure. The most effective way to address cliques in the workplace is to proactively create an environment in which they are less likely to form or take root. Equality, engagement and empathy should be the pillars of workplace culture. Leaders should prioritise onboarding processes that promote inclusion, support cross-functional collaboration and recognise the unique contributions of each employee.
Regular team reflections, transparent feedback loops and inclusive decision-making processes reduce the need for individuals to seek affirmation through exclusive groups. Celebrating diversity in all its forms—whether that be cultural backgrounds, communication styles, ages or experiences—creates a working environment where no one feels the need to belong to a particular group in order to feel valued.
It is vital to educate all employees about the subtle signs of exclusion and the impact of micro-behaviours. While no one sets out to form or perpetuate a clique with harmful intent, lack of awareness can contribute to diminishing the experiences of others. Workplaces embracing empathy as a core competency are more likely to detect and defuse these situations before intervention becomes necessary.
When Mediation Reveals Deeper Organisational Challenges
Sometimes, cliques are symptoms of broader organisational issues such as inadequate leadership, inconsistent communication or ambiguous goals. If mediation reveals such systemic problems, it should act as a catalyst for organisational learning rather than merely a conflict resolution tool. Listening to employees, especially those who feel excluded, can provide valuable insights into policies, practices or expectations that may need revision.
In such cases, leadership teams may need to step back and consider strategic shifts. This might include leadership training, structural realignment, clarification of values or the development of a new performance framework aimed at promoting collaboration. Organisations that take these revelations seriously are more likely to earn the trust and loyalty of their workforce.
Conclusion
Cliques, while not always formed with ill will, can have far-reaching and damaging consequences in the workplace. They challenge inclusivity, inhibit communication and breed resentment. Yet addressing the problem with heavy-handed measures or simply ignoring it carries significant risk. Mediation presents a sensitive, thoughtful and ultimately transformative approach to managing the interpersonal dynamics that drive cliques.
Beyond immediate conflict resolution, mediation encourages a culture of empathy, responsibility and collaboration. It reminds employees and leaders alike that everyone has a role to play in shaping a positive organisational culture. When combined with conscious leadership and sustained follow-through, mediation can not only dismantle harmful cliques but also create a more connected, cohesive and empowered workforce.
