Conflicts in the workplace are a natural part of working life. This qualitative study aimed to explore how group managers experience the strategies and actions they use in conflict management. Eight semi-structured interviews were conducted with managers with employer responsibility. A thematic analysis identified three main areas: the variation in strategies, the managers' experience of how well the strategies worked, and their reflections and emotional reactions in conflicts. Important strategies included working proactively by creating psychological safety, coaching employees, direct interventions, individual and joint conversations, redistributing roles or tasks, and seeking support from internal or external resources. Psychological safety was considered crucial for both preventing and managing conflicts. The managers felt it was central to adapt strategies to the needs, characteristics and conditions of employees. The study highlights the importance of strengthening leadership skills and providing support to managers and suggests further investigation of factors such as cultural diversity and psychological safety in conflict management.