In the field of conflict resolution, we often talk about communication skills, empathy, and problem-solving techniques. But there’s one factor that too often operates in the background that silently shapes behavior, triggers emotional reactions, and influences whether a resolution actually sticks: dignity.
Dr. Donna Hicks, a conflict resolution expert and longtime facilitator in international peace-building efforts, argues that dignity is not just a “nice to have” in conflict, but it’s essential. In her book Dignity: Its Essential Role in Resolving Conflict, she writes, “Most people want to be treated with dignity, but few people know what that actually looks like.” Understanding what dignity means and how to honor it is a game-changer for individuals, teams, and entire organizations.
Let’s explore the concept of dignity, how its violation can drive workplace conflict, and what leaders and practitioners can do to restore and protect it.
What Is Dignity?
According to the philosopher Immanuel Kant, dignity is the inherent value and worth of every human being, regardless of status, role, or behavior. It’s not something that needs to be earned; it’s something that exists by virtue of being human. Human dignity is closely related to fundamental human rights, inherent in all rational beings and stemming from the unique human capacity for autonomy and their ability to make rational decisions and choices. Relatedly, Kant asserts that dignity means treating every person as an end in themselves, never merely as a means to achieve some sort of goal.
This idea of dignity differs from respect, which is earned based on achievements or actions. While respect might be conditional, dignity is unconditional.
Dr. Hicks identifies 10 essential elements of dignity as they relate to conflict:
- Acceptance of identity
- Inclusion
- Safety
- Acknowledgment
- Recognition
- Fairness
- The benefit of the doubt
- Understanding
- Independence
- Accountability
These elements function as a framework, providing a roadmap for how to treat others in a way that affirms their worth.
Dignity Violations at Work: Often Unintentional, Always Impactful
Workplace conflict often escalates not because of large-scale betrayal or malice, but because dignity has been overlooked or violated in small, persistent ways. For example:
- A manager repeatedly publicly questions an employee’s decisions in meetings. This demonstrates public shaming and targeting an individual as a means to teach others a lesson.
- A team member is consistently left out of informal discussions where key decisions are made. Such exclusion fundamentally treats the individual as an object to ignore, not a valuable colleague who may have valuable or useful insights and opinions.
- Feedback is delivered with sarcasm or impatience. This fundamentally belittles human psychological needs and ignores hurt and the need for belongingness and appreciation.
These violations are often unintentional. But their impact is real, especially when repeated over time. Employees may not always name the issue as a “dignity violation,” but you’ll hear it in their complaints:
- “I don’t feel seen here.”
- “They don’t value what I bring to the table.”
- “I can’t be myself at work.”
Such experiences can drive resentment, disengagement, and even attrition.
A 2023 Gallup study found that only 23% of employees worldwide are engaged at work, with a primary driver of disengagement being the lack of acknowledgment and respect. When dignity is not nurtured, conflict multiplies.
Rebuilding Through Dignity-Conscious Conflict Resolution
What happens when we make dignity a conscious part of how we approach conflict?
It changes the focus from blame to repair. Rather than zeroing in on who’s right or wrong, dignity-conscious practitioners ask:
- “Whose dignity may have been compromised here?”
- “What’s needed for them to feel seen, safe, and acknowledged?”
This shift makes conflict less about punishment and more about growth, accountability, and restoration.
The Inner Work of Honoring Dignity
Honoring dignity isn’t just an interpersonal practice; it starts within.
Leaders and practitioners must build self-awareness about their own biases, triggers, and tendencies. For instance:
- Do you assume negative intent when someone challenges you?
- Do you find yourself reacting more strongly when someone doesn’t meet your expectations?
- Are there voices you tend to dismiss without realizing?
These patterns often stem from our own experiences of dignity violation and the defensive habits we’ve built around them.
Practicing emotional intelligence, humility, and mindful self-regulation helps us show up as more grounded and compassionate participants in conflict.
Brené Brown, in her work on leadership and vulnerability, notes: “People are hard to hate up close. Move in.”
This movement toward empathy is essential when dignity is on the line.
Practical Tips for Embedding Dignity in Conflict Work
Here are some ways to actively integrate dignity into your workplace or conflict resolution practice:
- Name It Explicitly
Talk about dignity as a shared value during onboarding, team-building, and conflict conversations. Give people language and permission to speak up when they feel their dignity has been overlooked.
- Use Reflection Prompts
After a tense interaction, ask yourself:
- Did I acknowledge the other person’s experience?
- Did I create space for inclusion and safety?
- Did I extend the benefit of the doubt?
- Train for Dignity Literacy
Incorporate dignity modules into leadership development and communication skills workshops. Use roleplays and case studies to build real-world competence.
- Pair Dignity with Systems Thinking
Even the best intentions fall flat if systems reinforce exclusion. Review HR policies, communication norms, and leadership incentives to ensure they align with dignity principles.
Dignity Resources and Expert Supports
Conflict resolution supports like mediation, facilitation, or ombuds intervention become even more powerful when dignity is at the center.
For example:
- A workplace mediator can guide teams to uncover unmet dignity needs beneath persistent tension.
- An ombuds can help leaders recognize systemic issues (like exclusion or perceived unfairness) that create recurring dignity breaches.
- A team facilitator can ensure meetings are structured to amplify voices that often go unheard.
When people feel their dignity is acknowledged, even if the issue isn’t fully “solved,” then they’re more likely to engage, stay open, and collaborate toward sustainable solutions.
Why This Matters: The Culture Ripple
Think of a recent conflict you witnessed or experienced. What dignity needs might have been at play, for you or others involved? How might the outcome have shifted if dignity had been centered from the start?
When dignity becomes embedded in a team or company culture, the effects on conflict resolution ripple outward:
- Psychological safety improves, enabling more honest conversations and innovative ideas.
- Conflicts become less reactive and more reflective.
- Retention rises, especially among underrepresented or historically marginalized groups.
As organizational consultant Margaret Wheatley writes: “When we can remember our shared humanity, conflict becomes a doorway, not a wall.”
References and Resources
Dona Hicks Book: Dignity: Its Essential Role in Resolving Conflict
HBR: Why Employees Leave in Droves—and How to Win Them Back
TEDx: Donna Hicks – Dignity: The Essential Role it Plays in Resolving Conflict
Brene Brown Book: Dare to Lead
