promoting workplace well-being handling conflict david craigie & margaret bowes supporting
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Promoting Workplace Well-Being
Handling Conflict
David Craigie& Margaret Bowes
supporting www.businessmattersedinburgh.com
Workplace well-being Promoting Positive Management Symptoms of Conflict
Effects of Conflict Cost of Conflict
Bullying and harassment Employer role Individuals Case Study
Overview
The Health and Safety Executive identifies 6 areas of risk for stress at work (Management Standards – 2004 research).
One key area is:
Relationships including promoting positive working to avoid conflict and dealing with unacceptable behaviour
Source: www.hse.gov.uk/stress
Workplace well-being
Research supported by HSE, CIPD & Investors in People
Situation Management:
Managing Conflict Dealing fairly and promptly
Use of organisational resources Seeks advice when necessary (HR etc.)
Taking responsibility for resolving issues Supportive and responsible approach
Promoting Positive Management (Competencies)
Symptoms of conflict in the workplace
There are obvious symptoms of conflict, including:
Heated exchanges between colleagues People avoiding each other or refusing to be in
the same room Physical aggression Crying Molehills becoming mountains
Symptoms of conflict in the workplace
There are subtle symptoms of conflict, including:
Motivation levels dropping Social events stopping or reducing in frequency Productivity falling Increased absence or sickness rates Higher turnover rates
The effects of conflict in the workplace
The results of conflict can have an impact on 3 important areas:
1. Business issues2. Legal issues3. Well-being
The business case
Conflict can lead to:
Increased staff turnover and intention to leave
Higher absence rates More days lost to sickness and absenteeism More accidents Decreased work quality Negative organisational image and
reputation A culture of intolerance
The legal case
Conflict can also have legal implications, for example:
Employment Tribunal Claims Work-related Stress Claims
“All employers have legal responsibility under the Health and Safety at Work Act 1974 and Management of Health and Safety at Work Regulations 1999 to ensure the health safety and welfare at work of their employees. This includes minimising the risk of stress-related illness or injury to employees.”
[source: www.hse.gov.uk]
The well-being case
While confrontation can be healthy if handled correctly, conflict can lead to stress, unhappiness, mental and physical ill-health.
The origin of the word means “to strike together”.
When someone is struck physically or emotionally, the body has a physical and emotional response.
The potential cost of conflict?
In 2009, the average cost of absence per employee was £692
43% of employees cited stress as a major cause of absence
In 2009, the estimated costs of recruitment and turnover were £4000 & £6125 per employee, rising to £10,000 & £9,000 for senior managers and directors
Source: www.cipd.co.uk
Bullying and Harassment
1 in 8 workers are bullied (Graves, 2002) Bullying costs employers 80 million working days and £2
billion in lost revenue (HSE, 2006) Work-related stress, anxiety and depression estimated at
costing the UK >£530 million (HSE, 2007) Not necessarily face to face – can be written, visual, email,
phone One person might consider a behaviour as bullying, whilst
another person might consider it to be firm management What does it feel like to be bullied?
THOUGHTSThere’s no point in complaining
They’ll think I’m weak/won’t respect me I can’t face work anymore
My hard work isn’t appreciated so what’s the point?Nobody understands
I can’t be bothered/I can’t copeI’d rather not be here than face being
humiliated in front of colleagues
EMOTIONS/FEELINGSStressedAnxious
DepressedAngry
Humiliated Frustrated
Hopeless/HelplessUndermined
Low self-esteem/confidence
BEHAVIOURRespond aggressively/passively
Tell no-oneAvoidance e.g. hobbies/interests, exercise,
people, resolving the problemAbsent from work
Stay in bedLose temper
Row with familyDrink alcohol
Comfort eat/eat nothingPHYSICAL
Panic attacksDifficulty sleeping
Change in appetiteExhausted
TearfulMuscle tension
HeadachesHigh blood pressure
PalpitationsChurning stomach
Bullying/Harassment
Non-work stressors
What should employers do about bullying and harassment?
Intervene as soon as possible Deal promptly and objectively with complaints
Communicate effectively Try to create a climate of open and positive
communication. Do employees know who to go to if they have a problem at
work? Talking and listening skills Let employees know that complaints will be dealt with
fairly, confidentially and sensitively What is the underlying reason for the conflict?
Consider outside help to resolve the conflict Mediation – objective, unbiased approach Conciliation – same as mediation but when a claim to an
employment tribunal is likely or has been made Develop a formal policy including:
Commitment from senior management Acknowledgement that bullying/harassment can be a
problem and not to be tolerated Clear examples of unacceptable behaviour and what
constitutes bullying and harassment
What should employers do… (cont.)
If you are being bullied…
Speak about your concerns with your manager/personnel/union/organisation’s counsellor
Tell the person who is causing you distress to stop this behaviour (they might be unaware of the effect of their actions). If you can’t speak to this person yourself, ask someone else to act on your behalf
Seek advice from Citizens Advice Bureau or ACAS helpline Are other colleagues also being bullied? Do you have
witnesses? Keep a diary of all incidents (including dates, times, witnesses,
how you felt) Keep copies of relevant documents (letters, emails, notes of
meetings, annual reports, medical help you might seek)
If you are being bullied… (continued)
Avoid being alone with the bully/harasser Avoid being aggressive. Try to be positive, calm and assertive Remember you have a right to be accompanied at
disciplinary/grievance meetings Follow your employer’s procedures if you do decide to make a
formal complaint Take advice on your legal rights. An employment tribunal will expect
you to have tried to resolve the problem with the organisation Ensure you have a work-life balance. It is important you make time
for yourself and maintain a healthy lifestyle. Practice relaxation and tap into your social support network
Speak to your GP/Occupational Health provider and seek appropriate support
Case Study
Background Change in circumstances Bullying/harassment begins Effects and consequences Solutions
Where can I get further help?
The Craigie Partnership is available to help with: Employee Assistance Programmes Stress Interventions Manager Training
Other sources of support include: ACAS (www.acas.org.uk) Preventing Workplace Harassment (
www.workplaceharassment.org.uk) HSE (www.hse.gov.uk) CIPD (www.cipd.co.uk)
more information
www.craigiepartnership.co.uk
Email: [email protected]
Links and other information:
www.craigiepartnership.co.uk/businessmatters.htm