The article examines the roles of personnel managers in resolving workplace conflicts in a small enterprise. It is based on research that combined theoretical analysis with a semi-structured interview with Company XY's general director. The case shows that conflicts in a small team often arise from current individual discomfort, mood transfer into the collective, and insufficient communication. The manager prefers early, direct intervention, gathers information from both sides before reaching a conclusion, and uses positional power only when necessary. His approach is based on natural authority, mutual respect, openness, decent behavior, and direct dialogue. The article interprets these findings in light of the literature on managerial communication, mediation, facilitation, coaching, assertiveness, empathy, and conflict strategies. It proposes a six-step model for constructive conflict resolution: early recognition, bilateral information gathering, neutral naming of the issue, facilitated dialogue, concrete agreement, and learning. Practical recommendations include a microcode of respectful communication, early check-ins, active-listening training, documented agreements, realistic team building, and periodic feedback. The findings indicate that small enterprises can improve conflict management without complex HR structures if managers combine personal proximity with simple, consistent procedures.
