08/13/25
Running an Emergency Communications Center isn’t just about managing calls—it’s also about managing people. And anytime people work under pressure, conflict is bound to show up. But that’s not necessarily a bad thing. Conflict can help surface issues that need solving—as long as it’s managed well.
Let’s look at a few simple, practical strategies for handling conflict in ECCs, whether it’s between telecommunicators, between staff and leadership, or with partner field responders like police and fire departments.
1. Create a Culture of Communication
Most conflict boils down to one thing: poor communication in a high-stress environment. Set the tone from the top. Make it okay for team members to speak up early and respectfully when something’s bothering them. Encourage open-door policies and consider routine debriefs where people can talk things through calmly.
Remember, your telecommunicators are dealing with a lot. From intense calls to dealing with long hours (or long hours of intense calls). Validate their feelings and encourage them to recharge when off the clock. Acknowledgement can often be a first step of de-escalation.
Tip for leaders: Don’t wait until tempers flare. Be proactive in checking the team’s temperature and listening to concerns before they boil over. This can help you catch the problem before emotions escalate.
2. Use Empathy to De-escalate
Telecommunicators are trained to remain calm during chaos—and that same skill can be used in internal conflicts. Whether it’s a disagreement over a shift change or a misunderstanding with a field responder, pausing to ask, “What’s going on beneath the surface?” can cool things down fast.
Telecommunicators are people. And people have conflict in their personal lives, too! Relationships, kids, bills, family drama–the list goes on! Have empathy for your team, you never know what they’re dealing with outside of the ECC.
Tip for leaders: Encourage your team to let you know if things are going on at home. This transparency can help you, as their leader, make better decisions when it comes to their needs.
3. Clarify Roles and Expectations
Conflict can also arise when people don’t understand their role—or someone else’s. Clear SOPs, consistent training, and ongoing coaching can help reduce tension and finger-pointing.
If there’s a change in leadership or responsibility, or even technology, make sure everyone is aware of this shift. Transparency and communication are key in reducing confusion across your team.
Tip for leaders: When there’s a recurring conflict, ask: Is this about people… or about process? Fixing a process issue can often resolve a people issue.
4. Address Inter-agency Tensions Head-On
Sometimes the friction isn’t inside the center—it’s between your staff and partner field responders. These relationships can be tricky, especially when expectations or tone on the radio get strained, and resources are tight, but it’s essential that those relationships are also effective.
Emergency response is an extremely intense environment. As hard as all parties work to ensure clear communication and swift action, it doesn’t always happen that way (oftentimes at no fault to either party). When these moments do happen, it’s important to stay level-headed and not look to place blame. Understand what went wrong–and where–and adjust your process accordingly if needed. Work with the field responders to ensure everyone feels heard, validated, and any problems are addressed.
Tip for leaders: Create space for cross-agency conversations. Consider quarterly sit-downs or even informal check-ins with leadership from field departments to build mutual respect and understanding. After all, you’re all on the same team.
5. Know When to Step In
Not all conflict can—or should—be handled peer-to-peer. If something is persistent, personal, or affecting performance, it’s time for leadership to step in. But step in with solutions, not sides.
Tip for leaders: Stay neutral, focus on behavior (not personalities), and aim for resolution—not blame.
A Calm ECC Starts with Calm Leadership
Conflict doesn’t mean your ECC is broken—it means people care enough to speak up. When managed well, conflict can build trust, strengthen your team, and improve service to the public.
