will will parkesparkes€¦ · reassure, support, confirm commitment security expressiveexpressive...

WILL WILL WILL WILL PARKESPARKESPARKESPARKES

SESSION OBJECTIVESSESSION OBJECTIVESSESSION OBJECTIVESSESSION OBJECTIVES

� To understand the significance and impact of conflictTo understand the significance and impact of conflictTo understand the significance and impact of conflictTo understand the significance and impact of conflict

� To gain awareness of both informal and formal resolution methodsTo gain awareness of both informal and formal resolution methodsTo gain awareness of both informal and formal resolution methodsTo gain awareness of both informal and formal resolution methods

� To understand the risks and costs of not handling conflict effectivelyTo understand the risks and costs of not handling conflict effectivelyTo understand the risks and costs of not handling conflict effectivelyTo understand the risks and costs of not handling conflict effectively

� To learn how to spot the different types of conflict and their potential causesTo learn how to spot the different types of conflict and their potential causesTo learn how to spot the different types of conflict and their potential causesTo learn how to spot the different types of conflict and their potential causes

� To understand how your own working and social style can contribute to conflict To understand how your own working and social style can contribute to conflict To understand how your own working and social style can contribute to conflict To understand how your own working and social style can contribute to conflict

� To learn when it is appropriate to adapt your communication style to prevent conflictTo learn when it is appropriate to adapt your communication style to prevent conflictTo learn when it is appropriate to adapt your communication style to prevent conflictTo learn when it is appropriate to adapt your communication style to prevent conflict

� To understand the skills needed to effectively handle conflictTo understand the skills needed to effectively handle conflictTo understand the skills needed to effectively handle conflictTo understand the skills needed to effectively handle conflict

� To develop your skills and confidence in managing and resolving conflictTo develop your skills and confidence in managing and resolving conflictTo develop your skills and confidence in managing and resolving conflictTo develop your skills and confidence in managing and resolving conflict

� To gain a general understanding of the mediation processTo gain a general understanding of the mediation processTo gain a general understanding of the mediation processTo gain a general understanding of the mediation process

STRUCTURESTRUCTURESTRUCTURESTRUCTURE

Welcome & Intro.’s

What is ConflictWhy Tackle Conflict

Understanding your Social Style

Preference

Conflict Management Strategies

Collaborative Approach to Resolution

Introduction to Mediation

Summary and Close

PlanningPlanningPlanningPlanningPlan ahead with audits, policies,

and consultancy.

PreventionPreventionPreventionPreventionPrevent conflict before it begins with

training.

ResolutionResolutionResolutionResolutionResolve conflict fast with Mediation

and Investigation.

Achieving cost Achieving cost Achieving cost Achieving cost savingssavingssavingssavings

through reducingthrough reducingthrough reducingthrough reducing::::

---- Workplace Stress & AbsenceWorkplace Stress & AbsenceWorkplace Stress & AbsenceWorkplace Stress & Absence

---- Disputes, Grievances & TribunalsDisputes, Grievances & TribunalsDisputes, Grievances & TribunalsDisputes, Grievances & Tribunals

---- HR & Management ResourcesHR & Management ResourcesHR & Management ResourcesHR & Management Resources

A LITTLE EXTREME, BUT THIS CAN REALLY HAPPEN...A LITTLE EXTREME, BUT THIS CAN REALLY HAPPEN...A LITTLE EXTREME, BUT THIS CAN REALLY HAPPEN...A LITTLE EXTREME, BUT THIS CAN REALLY HAPPEN...

http://www.youtube.com/watch?v=9cVRQ2MoiGk

WHAT IS CONFLICT?WHAT IS CONFLICT?WHAT IS CONFLICT?WHAT IS CONFLICT?

A FEW OPINIONS ON CONFLICT...A FEW OPINIONS ON CONFLICT...A FEW OPINIONS ON CONFLICT...A FEW OPINIONS ON CONFLICT...

THE FREE DICTIONARY:THE FREE DICTIONARY:THE FREE DICTIONARY:THE FREE DICTIONARY:

� A state of open, often prolonged fighting; a battle or war

� A state of disharmony between incompatible or antithetical persons, ideas, or interests

WIKIPEDIA:WIKIPEDIA:WIKIPEDIA:WIKIPEDIA:

� Conflicts within a corporation such as between management and workers

THE MACQUARIE DICTIONARY:THE MACQUARIE DICTIONARY:THE MACQUARIE DICTIONARY:THE MACQUARIE DICTIONARY:

� To come into collision, clash or be in opposition or at variance, disagree

OHRD:OHRD:OHRD:OHRD:

� A disagreement through which the parties involved perceive a threat to their needs, interests or concerns

HOW ABOUT THIS...HOW ABOUT THIS...HOW ABOUT THIS...HOW ABOUT THIS...

CONFLICT AT WORK IS A NEGATIVE BEHAVIOUR WHICH OCCURS WHEN PEOPLE’S CONCERNS APPEAR INCOMPATIBLE

THE CONFLICT MAY BE BETWEEN TWO OR MORE PEOPLE

Prevention - Tackles conflict between the line manager

and work colleague in an informal or formal 1:1.

Regular discussions/ongoing communication is key...

Parties DecideParties DecideParties DecideParties Decide

NEGOTIATION

INFORMAL DISCUSSION

1:1’S

NEGOTIATION

INFORMAL DISCUSSION

1:1’S

PreventionPrevention

Performance management

1:1’s informal/formal

Training

Informal Resolution – When conflict between 2 or more

parties isn’t working, an independent/impartial person

to help mediate/coach/advise and support the situation

can be helpful.

Key tip: Don’t wait until things get to a formal stage,

recognise when you need help.

MEDIATION/

COACHING

TRAINING

Parties DecideParties DecideParties DecideParties Decide

Informal StageInformal Stage

Mediation,

coaching

NEGOTIATION

INFORMAL DISCUSSION

1:1’S

NEGOTIATION

INFORMAL DISCUSSION

1:1’S




Training

3333rdrdrdrd Party helps Party helps Party helps Party helps

PartiesPartiesPartiesParties

DecideDecideDecideDecide

Formal Resolution – 3rd party decides an outcome taking control of the core parties out of the

decision. A costly and damaging process...

MEDIATION/

COACHING

TRAINING

APPEAL

TRIBUNAL

Parties DecideParties DecideParties DecideParties Decide 3333rdrdrdrd Party DecidesParty DecidesParty DecidesParty Decides

Informal StageInformal Stage Formal StageFormal Stage

Mediation, coaching

Investigations, formal

discussions

INVESTIGATIONINVESTIGATION

NEGOTIATION

INFORMAL

DISCUSSION

1:1’S

NEGOTIATION

INFORMAL

DISCUSSION

1:1’S




Training




Once the formal process is finished, leaving the parties to work together without support is

likely to lead to more conflict...

MEDIATION/

COACHING

TRAINING

APPEAL

TRIBUNAL

Parties DecideParties DecideParties DecideParties Decide 3333rdrdrdrd Party DecidesParty DecidesParty DecidesParty Decides

Informal StageInformal Stage Formal StageFormal Stage

REMEDIAL

SUPPORT –

MEDIATION/

COACHING

Mediation, coaching Investigations, formal

discussions

Post FormalPost Formal

INVESTIGATIONINVESTIGATION

NEGOTIATION

INFORMAL DISCUSSION

1:1’S

NEGOTIATION

INFORMAL DISCUSSION

1:1’S

Mediation, Training

Coaching

ALL PARTIES ALL PARTIES ALL PARTIES ALL PARTIES

INVOLVEDINVOLVEDINVOLVEDINVOLVED




Training




WHAT ARE THE CAUSES OF WHAT ARE THE CAUSES OF WHAT ARE THE CAUSES OF WHAT ARE THE CAUSES OF

WORKPLACE CONFLICT? WORKPLACE CONFLICT? WORKPLACE CONFLICT? WORKPLACE CONFLICT?

SOME OF THE CAUSES OF CONFLICTSOME OF THE CAUSES OF CONFLICTSOME OF THE CAUSES OF CONFLICTSOME OF THE CAUSES OF CONFLICT

OrganisationalOrganisationalOrganisationalOrganisational Individual/PersonIndividual/PersonIndividual/PersonIndividual/Person ManagerialManagerialManagerialManagerial

Opposing targets/priorities/organisational

objectives

Personality clash Managerial Actions

Poor organisational structure Disagreement on core values Poor leadership behaviours

Resource and/or budget issues Personal issues outside work Inconsistency of acceptable

standards (both in terms of

application and use)

Work management allocation Opposing Social Styles Poor communication and planning

Conflicting values – e.g. empowerment with

little/no empowerment boundaries

Misunderstanding or jealousy of others Inability or ignorance in tackling

issues at the early stages

Inappropriate use of communication

channels (email abuse, phone rather than

face to face)

Prejudice against people’s differences, whether

race, gender, ethnicity, disability, sexual

orientation, age (this could be intentional or done

through ignorance)

Poor understanding/application of company

policies/procedures

WHY TACKLE CONFLICT?WHY TACKLE CONFLICT?WHY TACKLE CONFLICT?WHY TACKLE CONFLICT?

THE BUSINESS CASETHE BUSINESS CASETHE BUSINESS CASETHE BUSINESS CASE

SO, WHATSO, WHATSO, WHATSO, WHAT’’’’S GOING ON?S GOING ON?S GOING ON?S GOING ON?

� IN IN IN IN TWO SEPARATE GROUPS, PLEASE TRY TO PLACE THE CORRECT STATISTIC NTWO SEPARATE GROUPS, PLEASE TRY TO PLACE THE CORRECT STATISTIC NTWO SEPARATE GROUPS, PLEASE TRY TO PLACE THE CORRECT STATISTIC NTWO SEPARATE GROUPS, PLEASE TRY TO PLACE THE CORRECT STATISTIC NEXT EXT EXT EXT

TO THE MATCHING SENTENCE.TO THE MATCHING SENTENCE.TO THE MATCHING SENTENCE.TO THE MATCHING SENTENCE.

There will be a prize for the winning team!

� 10 MINUTES AND COUNTING.......10 MINUTES AND COUNTING.......10 MINUTES AND COUNTING.......10 MINUTES AND COUNTING.......

THE IMPACT OF CONFLICT CAN BE WIDE AND VARYING...THE IMPACT OF CONFLICT CAN BE WIDE AND VARYING...THE IMPACT OF CONFLICT CAN BE WIDE AND VARYING...THE IMPACT OF CONFLICT CAN BE WIDE AND VARYING...

TangiblesTangiblesTangiblesTangibles IntangiblesIntangiblesIntangiblesIntangibles

Grievances Motivation

Tribunals Employee Satisfaction

Absence Culture

Turnover (early and normal) Working Environment

Training Loyalty

Underperformance Commitment

EAP services

Whistleblowing investigations

Disciplinary Cases

Compromise Agreements

Engagement

Leadership

SOCIAL STYLES SOCIAL STYLES SOCIAL STYLES SOCIAL STYLES

WHATWHATWHATWHAT’’’’S YOUR STYLE AND HOW DOES THIS IMPACT ON HOW S YOUR STYLE AND HOW DOES THIS IMPACT ON HOW S YOUR STYLE AND HOW DOES THIS IMPACT ON HOW S YOUR STYLE AND HOW DOES THIS IMPACT ON HOW YOUYOUYOUYOU’’’’LL DEAL WITH CONFLICT?LL DEAL WITH CONFLICT?LL DEAL WITH CONFLICT?LL DEAL WITH CONFLICT?

READ THROUGH AND COMPLETE THE READ THROUGH AND COMPLETE THE READ THROUGH AND COMPLETE THE READ THROUGH AND COMPLETE THE

SOCIAL STYLES QUESTIONNAIRESOCIAL STYLES QUESTIONNAIRESOCIAL STYLES QUESTIONNAIRESOCIAL STYLES QUESTIONNAIRE

15 mins!

38 2.5

32.8

0

42

Total your choices for

each column and divide

by 15

1

- 3.25 -

- 2.5 -

- 1.75 -

43.251 1.75

4

High Responsive“Emotional”

Low Assertive“Asking”

High Assertive“Telling”

Low Responsive“Controlled”

Analytical(Thinking)Analytical(Thinking)

Driver(Sensor)Driver(Sensor)

Expressive(Intuitive)Expressive(Intuitive)

Amiable(Feeling)Amiable(Feeling)

Dominance Scale

Dominance Scale

So

cia

bili

ty S

ca

le So

cia

bility

Sca

le

2.5

3

2.8

0

SO, WHATSO, WHATSO, WHATSO, WHAT’’’’S YOUR PREFERRED SOCIAL STYLE?S YOUR PREFERRED SOCIAL STYLE?S YOUR PREFERRED SOCIAL STYLE?S YOUR PREFERRED SOCIAL STYLE?

Am

iab

leLow assertiveness

High responsiveness

Support specialists

Slow in making

decisions or taking

actions

Likes close, personal

relationships

Dislikes interpersonal

conflict

Supports and actively

listens to others

Weak in goal setting

and self-direction

Seeks security and

identification with a

group

Has good counselling

and listening skills

Ex

pre

ssiv

e High assertiveness

High responsiveness

Social specialists

Spontaneous actions

and decisions

Likes involvement

Exaggerates and

generalises

Tends to dream and

get others caught up

in those dreams

Jumps from one

activity to another

Works quickly and

excitedly with others

Seeks esteem and

group identification

Has good persuasive

skills

An

aly

tica

l Low assertiveness

Low responsiveness

Technical specialists

Likes organisation

and structure

Dislikes involvement

Asks specific

questions

Prefers objective,

task-oriented,

intellectual work

Wants to be right, so

collects much data

Works slowly,

precisely, and alone

Seeks security and

self-actualization

Has good problem-

solving skills

Dri

vin

g High assertiveness

Low responsiveness

Control specialists

Decisive in action and

decision making

Likes control; dislikes inaction

Prefers maximum

freedom to manage self and others

Cool, independent, and competitive with others

Low tolerance for

feelings, attitudes, and advice of others

Works quickly and

impressively alone

Seeks esteem and self-

actualization

Has good administrative skills

CHARACTERISTICSCHARACTERISTICSCHARACTERISTICSCHARACTERISTICS

ProfileProfileProfileProfile CharacteristicsCharacteristicsCharacteristicsCharacteristics In conflictIn conflictIn conflictIn conflict SolutionSolutionSolutionSolution Basic needBasic needBasic needBasic need

AmiableAmiableAmiableAmiable Loyal, personable, patient,

uncomfortable with risk, non-

confrontational, dislike pressure,

enjoy the company of others

Likely to be “passive",

lack conviction,

avoidance

Reassure, support, confirm

commitment

Security

ExpressiveExpressiveExpressiveExpressive People orientated, centre of

attention, positive, emotional,

talkative, enthusiastic, dramatic

Unpredictable, emotional Allow them time to gain

composure, ask questions,

problem solve

Recognition

AnalyticalAnalyticalAnalyticalAnalytical Serious, mull matters over,

indecisive, persistent, ask lots of

questions, attention to detail

Whining, sarcastic,

negative

Keep to the facts, don’t

agree with them, and listen

attentively

To be correct

DriverDriverDriverDriver Task orientated, clearly defined

goals, committed, determined,

risk takers, efficient

Aggressive, rude, abrupt Be assertive and firm, have

a solution to the problem,

listen

To be in control

DriverDriverDriverDriver ExpressiveExpressiveExpressiveExpressive AmiableAmiableAmiableAmiable AnalyticalAnalyticalAnalyticalAnalytical

Back up styleBack up styleBack up styleBack up style Autocratic Attacker Acquiser Avoider

Measures personal values Measures personal values Measures personal values Measures personal values

bybybyby

Results Applause Security Accuracy “Being right”

For growth needs toFor growth needs toFor growth needs toFor growth needs to Listen Check Initiate Decide

Needs climate thatNeeds climate thatNeeds climate thatNeeds climate that Allows to build own

structure

Inspires to reach goals Provides details Suggests

Takes time to beTakes time to beTakes time to beTakes time to be Efficient Stimulating Agreeable Accurate

Support theirSupport theirSupport theirSupport their Conclusions and actions Dreams and intuition Relationships and

feelings

Principles and thinking

Present benefits that tellPresent benefits that tellPresent benefits that tellPresent benefits that tell What Who Why How

For decisions give themFor decisions give themFor decisions give themFor decisions give them Options and probabilities Testimonials and

incentives

Guarantees and

assurances

Evidence and service

Their speciality isTheir speciality isTheir speciality isTheir speciality is Controlling Socialising Supporting Technical

SUMMARYSUMMARYSUMMARYSUMMARY

HOW DOES THIS MAKE US DIFFER IN THE WAY WE HANDLE HOW DOES THIS MAKE US DIFFER IN THE WAY WE HANDLE HOW DOES THIS MAKE US DIFFER IN THE WAY WE HANDLE HOW DOES THIS MAKE US DIFFER IN THE WAY WE HANDLE

PEOPLE, AND THE WAY THEY HANDLE US? PEOPLE, AND THE WAY THEY HANDLE US? PEOPLE, AND THE WAY THEY HANDLE US? PEOPLE, AND THE WAY THEY HANDLE US?

� HOW WOULD OTHERS SPOT ME?

� WHAT FRUSTRATES ME?

� HOW CAN SOMEONE INFLUENCE ME?

� HOW CAN I INFLUENCE OTHERS?

SOCIAL STYLES EXERCISESOCIAL STYLES EXERCISESOCIAL STYLES EXERCISESOCIAL STYLES EXERCISE

REVIEW THE SCENARIOS IN YOUR WORKBOOK AND DETERMINE THE REVIEW THE SCENARIOS IN YOUR WORKBOOK AND DETERMINE THE REVIEW THE SCENARIOS IN YOUR WORKBOOK AND DETERMINE THE REVIEW THE SCENARIOS IN YOUR WORKBOOK AND DETERMINE THE FOLLOWING:FOLLOWING:FOLLOWING:FOLLOWING:

� Social Style of the individuals involved

� Seriousness of the situation

� What is likely to happen next if neither party flex their style?

MANAGING CONFLICTMANAGING CONFLICTMANAGING CONFLICTMANAGING CONFLICT

CONFLICT MANAGEMENT STRATEGIESCONFLICT MANAGEMENT STRATEGIESCONFLICT MANAGEMENT STRATEGIESCONFLICT MANAGEMENT STRATEGIES


• High assertiveness

• Low cooperation

• Arguing or debating

• Using rank or influence

• Asserting your opinions

and feelings

• Standing your ground

• Stating your position

clearly

Competing Skills

• High assertiveness

• Low cooperation

• In emergencies

• When unpopular actions

must be implemented

• When your family or

organisation’s welfare is

at stake

• When your authority

and responsibility are

unquestionable

Competing Situations


• Low assertiveness

• Low cooperation

• Ability to withdraw

• Ability to sidestep

issues

• Ability to leave things

unresolved

• Sense of timing

Avoiding Skills

• When the potential

danger or damage

outweighs the benefits

of resolution

• When more time is

needed to collect

information

• When emotions need to

cool

Avoiding Situations


• Low assertiveness

• High cooperation

• Forgetting your desires

• Selflessness

• Ability to yield

• Obeying orders

• To preserve harmony

and avoid disruption

• To achieve temporary

settlement

• To arrive at quick

solutions under pressure

• When the relationship is

the most important goal

Accommodating

Situations

Accommodating

Skills


• Moderate assertiveness

• Moderate cooperation

• Negotiating

• Finding a middle ground

• Assessing value

• Making concessions

• When two parties of equal

power are strongly

committed to mutually

exclusive goals

• To achieve temporary

settlements to complex issues

• To arrive at quick solutions

under pressure

• When the goals of each party

are of moderate importance

and collaboration isn’t worth

the time required

Compromising

Situations

Compromising

Skills


•High assertiveness

•High cooperation

•Active listening

•Nonthreatening confrontation

•Identifying concerns

•Analysing input

•When both the issues at hand and the

relationship are important

•When the parties are relatively equal in

status and power – or the more equal or

powerful party supports a win-win

collaborative solution

•When the parties are inter-dependent upon

one another to implement the solution

•When both sets of goals are too important to

compromise

•When you have enough time and are willing

to take the time needed

•When the quality of the decision is critical

•To gain commitment and acceptance

through consensus

Collaborating

SkillsCollaboratingSituations

WHICH STRATEGY WHICH STRATEGY WHICH STRATEGY WHICH STRATEGY ---- TIP’STIP’STIP’STIP’S

THE THREE THINGS YOU SHOULD CONSIDER WHEN DECIDING WHICH STRATEGTHE THREE THINGS YOU SHOULD CONSIDER WHEN DECIDING WHICH STRATEGTHE THREE THINGS YOU SHOULD CONSIDER WHEN DECIDING WHICH STRATEGTHE THREE THINGS YOU SHOULD CONSIDER WHEN DECIDING WHICH STRATEGY WILL BE MOST Y WILL BE MOST Y WILL BE MOST Y WILL BE MOST

EFFECTIVE TO USE ARE:EFFECTIVE TO USE ARE:EFFECTIVE TO USE ARE:EFFECTIVE TO USE ARE:

1. The amount of time available

2. The importance of the relationship to you

3. The importance of the conflict subject to you

CONFLICT MANAGEMENT STRATEGIES EXERCISECONFLICT MANAGEMENT STRATEGIES EXERCISECONFLICT MANAGEMENT STRATEGIES EXERCISECONFLICT MANAGEMENT STRATEGIES EXERCISE

IN YOUR WORKBOOK, LIST A NUMBER OF CONFLICT SITUATIONS YOU HAVEIN YOUR WORKBOOK, LIST A NUMBER OF CONFLICT SITUATIONS YOU HAVEIN YOUR WORKBOOK, LIST A NUMBER OF CONFLICT SITUATIONS YOU HAVEIN YOUR WORKBOOK, LIST A NUMBER OF CONFLICT SITUATIONS YOU HAVEFOUND YOURSELF IN DURING THE LAST 12 MONTHS. STATE THE STRATEGYFOUND YOURSELF IN DURING THE LAST 12 MONTHS. STATE THE STRATEGYFOUND YOURSELF IN DURING THE LAST 12 MONTHS. STATE THE STRATEGYFOUND YOURSELF IN DURING THE LAST 12 MONTHS. STATE THE STRATEGY YOU YOU YOU YOU USED, WHY YOU USED IT AND WHAT STRATEGY YOU WOULD USE NEXT TIME USED, WHY YOU USED IT AND WHAT STRATEGY YOU WOULD USE NEXT TIME USED, WHY YOU USED IT AND WHAT STRATEGY YOU WOULD USE NEXT TIME USED, WHY YOU USED IT AND WHAT STRATEGY YOU WOULD USE NEXT TIME BASED BASED BASED BASED ON THE MODEL. BEAR IN MIND THE FOLLOWING:ON THE MODEL. BEAR IN MIND THE FOLLOWING:ON THE MODEL. BEAR IN MIND THE FOLLOWING:ON THE MODEL. BEAR IN MIND THE FOLLOWING:

� Parties involved

� Seriousness of the situation

� ‘Which Strategy Tips’

1. The amount of time available

2. The importance of the relationship

3. The importance of the conflict subject

THE COLLABORATION THE COLLABORATION THE COLLABORATION THE COLLABORATION

RESOLUTION PROCESSRESOLUTION PROCESSRESOLUTION PROCESSRESOLUTION PROCESS

THE COLLABORATION RESOLUTION THE COLLABORATION RESOLUTION THE COLLABORATION RESOLUTION THE COLLABORATION RESOLUTION

PROCESSPROCESSPROCESSPROCESS

Step 1

Set out the Rules

Step 2 Investigate the Issue

Step 3

Agree the Problem

Step 4

Evaluate the Solutions

Step 5 Negotiate a Resolution

Step One: Lay down the Step One: Lay down the Step One: Lay down the Step One: Lay down the RulesRulesRulesRules

Prepare:

� Respect is the first priority - approach with patience and be calm

� Don’t let it get personal - keep the person and problem separate

� Let’s make it objective - explore the facts

� Listen first; talk second

� Explore options together

Open with positive phrases –

� “Thanks for taking the time to meet with me”� “It is good we have the opportunity to discuss this”

Step 1

Set out the Rules


Step 3

Agree the Problem

Step 4



Step Two: Investigate the Step Two: Investigate the Step Two: Investigate the Step Two: Investigate the IssueIssueIssueIssue

� Identify the interests, needs and concerns

� Pay attention to the interests that are being presented

� Restate

� Paraphrase

� Summarise

� What are their motivations - how are your actions affecting these?

� Address emotions - be empathetic

� Make the conflict’s effects objective– are they damaging the delivery to the client? Disrupting team

work? Hampering decision-making?



Step 1

Set out the Rules


Step 3

Agree the Problem

Step 4



Step Three: Agree the ProblemStep Three: Agree the ProblemStep Three: Agree the ProblemStep Three: Agree the Problem

� Deal with perceptions

� Identify issues clearly and concisely - untangle interlocking issues

� Use "I" statements

� Look to solve a problem that is mutually accepted



Step 1

Set out the Rules


Step 3

Agree the Problem

Step 4



Step four: Evaluate Solutions

�Fair input

�Offer different approaches

�Reason with solutions logically while being empathetic

�Creative problem-solving: think outside the box

THE COLLABORATION RESOLUTION PROCESS

Step 1

Set out the Rules


Step 3

Agree the Problem

Step 4



Step Five: Negotiate a ResolutionStep Five: Negotiate a ResolutionStep Five: Negotiate a ResolutionStep Five: Negotiate a Resolution

� Focus on future goals

� Summarise the agreed solution

� Emphasise the advantages of the outcome to the other person

� Allow for re-evaluation



PRACTICE, PRACTICE, AND MORE PRACTICE, PRACTICE, AND MORE PRACTICE, PRACTICE, AND MORE PRACTICE, PRACTICE, AND MORE

PRACTICEPRACTICEPRACTICEPRACTICE

THE CONTEXTTHE CONTEXTTHE CONTEXTTHE CONTEXT

� THE CASE STUDY DEPICTS A CONFLICT SITUATION BETWEEN A

SUPERVISOR (VANESSA) AND ONE OF HER DIRECT REPORTS (HOLLY)

WHICH ESCALATES OVER A 3 MONTH PERIOD

� WE ILLUSTRATE 3 INCIDENTS WHICH WE WILL DISCUSS AND DETERMINE

HOW BEST TO TACKLE

� THE CONFLICT RESULTS IN AN UNWANTED FORMAL AND COMPLEX

SITUATION

YOUR ROLEYOUR ROLEYOUR ROLEYOUR ROLE

YOU YOU YOU YOU WILL BE PRESENTED WITH EACH INCIDENT IN TURN. WILL BE PRESENTED WITH EACH INCIDENT IN TURN. WILL BE PRESENTED WITH EACH INCIDENT IN TURN. WILL BE PRESENTED WITH EACH INCIDENT IN TURN.

AS A GROUPAS A GROUPAS A GROUPAS A GROUP, YOU WILL THEN NEED TO DISCUSS AND , YOU WILL THEN NEED TO DISCUSS AND , YOU WILL THEN NEED TO DISCUSS AND , YOU WILL THEN NEED TO DISCUSS AND PUTPUTPUTPUT

FORWARD YOUR FORWARD YOUR FORWARD YOUR FORWARD YOUR THOUGHTS ON: THOUGHTS ON: THOUGHTS ON: THOUGHTS ON:

� What are the drivers for the behaviour

� What conflict strategy people are taking

� Why they are acting the way they are

� How does their personal style impact on the situation

� What you’d do differently

WHOWHOWHOWHO’’’’S WHOS WHOS WHOS WHO

Accounts Dept

Jan - Accounts Assistant

Rick - Head of Services

David - Manager of Support Services

Vanessa -Customer Services & Admin Support

Supervisor

Holly - Customer Services and Office

Assistant

Lucy - Customer Services Assistant

Jim - Customer Services and Office Assistant

Customer Call

Amiable

Analytical

Expressive

Driver

AmiableExpressive Analytical


VANESSA:

� NEWLY APPOINTED SUPERVISOR OF THE CUSTOMER SERVICE AND ADMIN SUPPORT FUNCTION

� VANESSA IS GENERALLY QUIET, MILD-MANNERED AND DOESN’T ALWAYS FEEL CONFIDENT WITH CONFRONTATIONS

� VANESSA’S SOCIAL STYLE IS AMIABLE

HOLLY:

� HAS BEEN WORKING FOR THE ORGANISATION FOR OVER 5 YEARS IN THE SAME/SIMILAR ROLE. OVER THE LAST 6-12 MONTHS HER PERFORMANCE HAS BEEN SLIPPING

� IN GENERAL SHE STRUGGLES TO DEAL WITH AUTHORITY AND IS KNOWN TO BE EMOTIONAL

� HOLLY HAD APPLIED FOR THE RECENT SUPERVISOR ROLE BUT VANESSA WAS EXTERNALLY APPOINTED

� HOLLY’S SOCIAL STYLE IS EXPRESSIVE

The core conflicting parties:


DAVID:

� MANAGES VANESSA AND THE SUPPORT SERVICES DEPARTMENT

� 10 YRS SERVICE

� HE IS HAPPY TO GIVE ADVICE TO HIS REPORTS (MANAGERS/

SUPERVISORS) BUT LIKES THEM TO TAKE OWNERSHIP OF THEIR OWN

TEAM

� HIS MANAGEMENT STYLE IS HANDS-OFF

� DAVID’S SOCIAL STYLE IS ANALYTICAL

RICK:

� HEAD OF SERVICES, IS A VERY BUSY MAN AND MANAGES A NUMBER

OF DEPARTMENTS

� 12 YEARS SERVICE

� HE IS STRATEGICALLY-FOCUSED AND BELIEVES THAT HIS MANAGERS

SHOULD OVERSEE THE OPERATIONAL RUNNING OF THEIR DEPT’S

� RICK’S SOCIAL STYLE IS DRIVER

Indirect participants:


LUCY:

� HAS BEEN WORKING IN THE CUSTOMER SERVICE FUNCTION FOR 9 YEARS.

IN GENERAL SHE GETS ALONG WITH MOST PEOPLE IN HER TEAM

� LUCY’S SOCIAL STYLE IS AMIABLE

JAN:

� WORKS IN THE ACCOUNTS DEPARTMENT AS AN ACCOUNTS ASSISTANT

� PRIOR TO THIS ROLE SHE WORKED IN THE CUSTOMER SERVICE TEAM FOR 7

YEARS

� JAN HAS BEEN QUITE FRIENDLY TO VANESSA SINCE SHE JOINED

� JAN’S SOCIAL STYLE IS EXPRESSIVE

JIM:

� HAS BEEN WORKING WITH THE ORGANISATION FOR 1 YEAR. HE TENDS TO

KEEP TO HIMSELF AND CAN BE DESCRIBED AS SHY

� JIMS SOCIAL STYLE IS ANALYTICAL

Other team members:

SCENARIO 1: EMAIL & COLLUDINGSCENARIO 1: EMAIL & COLLUDINGSCENARIO 1: EMAIL & COLLUDINGSCENARIO 1: EMAIL & COLLUDING

SITUATIONSITUATIONSITUATIONSITUATION

� VANESSA HAS BEEN AWARE OF HOLLY’S SLIP IN STANDARDS BUT HAS NOT FELT

COMFORTABLE ENOUGH TO TACKLE THE SITUATION

� VANESSA SENDS A DIRECT EMAIL WHICH ADDRESSES A COMPLAINT FROM A CUSTOMER

AND A NUMBER OF PERFORMANCE ISSUES

� HOLLY RESPONDS WITH AN INAPPROPRIATE AND DEFENSIVE EMAIL

� HOLLY TALKS TO LUCY ABOUT HER FRUSTRATIONS WITH VANESSA

� HOLLY BELIEVES THAT VANESSA DOESN’T REALLY UNDERSTAND WHAT THEY DO IN THE

DEPARTMENT

� HOLLY IS UNHELPFUL TO A CUSTOMER AND ABDICATES THE WORK TO JIM

SCENARIO 1: EMAIL & COLLUDING SCENARIO 1: EMAIL & COLLUDING SCENARIO 1: EMAIL & COLLUDING SCENARIO 1: EMAIL & COLLUDING

DISCUSSION POINTSDISCUSSION POINTSDISCUSSION POINTSDISCUSSION POINTS

� WHAT CONFLICT STRATEGIES HAVE BOTH PARTIES TAKEN?

� WHAT SHOULD LUCY HAVE DONE IN THIS SITUATION?

� SHOULD JIM HAVE TAKEN ON THE EXTRA WORK?

� WHAT ROLE DO THE SOCIAL STYLES HAVE TO PLAY?

� WHAT WOULD YOU DO DIFFERENTLY?

SCENARIO 1: EMAIL & COLLUDING SCENARIO 1: EMAIL & COLLUDING SCENARIO 1: EMAIL & COLLUDING SCENARIO 1: EMAIL & COLLUDING

LEARNING POINTSLEARNING POINTSLEARNING POINTSLEARNING POINTS

� Vanessa should have approached the situation earlier. Email wasn’t the right channel and the content was inappropriate.

� Holly should not have replied via email.

� Subjective words such as ‘sloppy’ will only add to an emotional response from Holly. Vanessa should try to use objective

language such as ‘spelling mistakes’

� Holly should have approached Vanessa to discuss the situation or if not, she should have taken some time to reflect and avoid

sending an inappropriate email.

� Holly reacted defensively and was not particularly respectful to Vanessa. Holly doesn’t wish to explore the conflict any further

which creates an awkward situation.

� Holly should not be colluding with others and trying to cause divisions in the team.

� Holly shows her lack of consideration to others by handling a customer call inappropriately and abdicating her work to a

colleague.

� Lucy’s strategy seems to be Accommodating but Compromising might have been better.

� The same is true of the other witnesses who should have been somewhat assertive in managing the issue by advising Vanessa

that she should speak with Holly about their conflict.

SCENARIO 2: PUBLIC OUTBURSTSCENARIO 2: PUBLIC OUTBURSTSCENARIO 2: PUBLIC OUTBURSTSCENARIO 2: PUBLIC OUTBURST

SITUATIONSITUATIONSITUATIONSITUATION

� DAVID SUGGESTS THAT VANESSA ATTEMPTS TO MANAGE HOLLY MORE CLOSELY

AND ‘PULL HER UP’ WHEN SHE MAKES MISTAKES

� VANESSA CHECKS TO SEE IF HOLLY HAS LOGGED AN EARLIER CALL

� HOLLY RESPONDS WITH AN ABRUPT ‘YES’

� VANESSA ATTEMPTS TO MAKE A JOVIAL COMMENTS ABOUT HER MOOD AND

HOLLY RETALIATES

� AN ARGUMENT ESCALATES AND SOME INAPPROPRIATE COMMENTS ARE SAID IN

THE OFFICE

� WITNESSES TO THE EVENT KEEP THEIR HEADS DOWN AND AVOID THE SITUATION


DISCUSSION POINTSDISCUSSION POINTSDISCUSSION POINTSDISCUSSION POINTS

� WHAT’S YOUR VIEW ON THE SITUATION NOW?

� WHAT DO YOU THINK HOLLY IS TRYING TO DO AND WHAT IS VANESSA’S

POSITION?

� WHAT ARE THE CURRENT CONFLICT STRATEGIES?

� WHAT ARE PEOPLE’S SOCIAL STYLES AT THIS STAGE?

� WHAT WOULD YOU DO DIFFERENTLY?


LEARNING POINTSLEARNING POINTSLEARNING POINTSLEARNING POINTS

� DAVID COULD HAVE SUGGEST A 1:1 BETWEEN THE TWO TO DISCUSS THE ISSUES BEFORE THEY

ESCALATED

� VANESSA SHOULD HAVE FOLLOWED UP ON THE ORIGINAL EMAIL, TO ENSURE HOLLY

UNDERSTOOD THE COMMENTS, AND TO MUTUALLY AGREE HOW TO MOVE FORWARD

� HOLLY SHOULD NOT HAVE REACTED IN THE WAY SHE DID. IF SHE HAD CONSIDERED THE

DIFFERENT CONFLICT STRATEGIES BEFORE REACTING SHE WOULD HAVE BEEN BETTER ABLE TO

EMPLOY THE AVOID STRATEGY AND THEN REQUEST A PRIVATE CONVERSATION WITH VANESSA

� VANESSA WOULD HAVE ALSO BENEFITED FROM USING THIS STRATEGY

� BOTH USED LOTS OF ACCUSATORY ‘YOU’ STATEMENTS

� DURING A LATER 1:1 HOLLY COULD HAVE TRIED TO USE A MORE COLLABORATIVE STRATEGY

SCENARIO 3: 1:1SCENARIO 3: 1:1SCENARIO 3: 1:1SCENARIO 3: 1:1

� VANESSA AND HOLLY HAVE HAD VERY LITTLE COMMUNICATION SINCE THE PUBLIC

OUTBURST

� VANESSA SPONTANEOUSLY TRIED TO APPROACH THE SITUATION WITH HOLLY

� HOLLY IS VERY RESISTANT TO ADDRESSING THE ISSUES AND APPEARS

UNCOMFORTABLE, ENCOURAGING DISCUSSIONS TO TAKE PLACE IN THE OPEN-PLAN

OFFICE FOR OTHERS TO OVERHEAR

� VANESSA PUSHES THE CONVERSATION A LITTLE BEFORE GIVING UP

� HOLLY CONTINUES TO BUILD A STRONG RELATIONSHIP WITH LUCY AND REINFORCING A

DIVISION IN THE TEAM

SCENARIO 3: 1:1 DISCUSSIONSCENARIO 3: 1:1 DISCUSSIONSCENARIO 3: 1:1 DISCUSSIONSCENARIO 3: 1:1 DISCUSSION

� WHAT DO YOU THINK VANESSA IS TRYING TO DO?

� WHY IS HOLLY REACTING THE WAY SHE IS?

� WHAT IMPACT DO YOU THINK THIS HAS ON THE TEAM?

� IF YOU WERE DAVID, WHAT WOULD YOU DO?

� IF YOU WERE VANESSA HOW WOULD YOU HANDLE THINGS DIFFERENTLY?

SCENARIO 3: 1:1SCENARIO 3: 1:1SCENARIO 3: 1:1SCENARIO 3: 1:1

LEARNING POINTSLEARNING POINTSLEARNING POINTSLEARNING POINTS� VANESSA'S CONFLICT STRATEGY WAS COMPETING, IT SHOULD HAVE BEEN COLLABORATING

� PERHAPS VANESSA SHOULD HAVE GIVEN HOLLY MORE NOTICE SO THAT SHE COULD HAVE PREPARED HERSELF FOR

THE MEETING

� HAD THE CONVERSATION CONTINUED, VANESSA WOULD HAVE FAILED TO SET THE GROUND RULES AND OUTLINE THE

DESIRE TO CREATE A MORE POSITIVE WORKING ENVIRONMENT GOING FORWARD

� VANESSA DIDN’T USE ANY LISTENING SKILLS AND DID NOT ADDRESS HOLLY’S EMOTIONS AND FEELINGS. VANESSA

USED MANY ‘YOU’ STATEMENTS

� HOLLY’S NEEDS AND CONCERNS WERE NOT EXPLORED NOR WAS THE ACTUAL CAUSE OF THE CONFLICT DISCOVERED

AND AGREED

� IT MAY HAVE BEEN APPROPRIATE FOR DAVID TO BE PRESENT

� VANESSA HAS BEEN LEFT WITH LITTLE SUPPORT OR GUIDANCE

� BEFORE ALLOWING IT TO PROGRESS TO A FORMAL LEVEL, DAVID SHOULD HAVE SUGGESTED MEDIATION OR AT LEAST

A FORMAL 1:1 BETWEEN THE PARTIES

� PERHAPS A QUICK DISCUSSION WITH HR TO OUTLINE THE SITUATION AND GAIN GUIDANCE

ROLE PLAYROLE PLAYROLE PLAYROLE PLAY

� IN GROUPS OF THREE, ROLE PLAY THE COLLABORATION EXERCISE ACTIVITIN GROUPS OF THREE, ROLE PLAY THE COLLABORATION EXERCISE ACTIVITIN GROUPS OF THREE, ROLE PLAY THE COLLABORATION EXERCISE ACTIVITIN GROUPS OF THREE, ROLE PLAY THE COLLABORATION EXERCISE ACTIVITY 1 FROM YOUR Y 1 FROM YOUR Y 1 FROM YOUR Y 1 FROM YOUR WORKBOOKS USING THE COLLABORATION APPROACH AND THIS MORNINGWORKBOOKS USING THE COLLABORATION APPROACH AND THIS MORNINGWORKBOOKS USING THE COLLABORATION APPROACH AND THIS MORNINGWORKBOOKS USING THE COLLABORATION APPROACH AND THIS MORNING’’’’S LEARNING. S LEARNING. S LEARNING. S LEARNING. THE ROLES WILL BE:THE ROLES WILL BE:THE ROLES WILL BE:THE ROLES WILL BE:

» Jim

» Holly

» Observer - to provide feedback in regard to best practice explored this morning

� WHEN PLAYING THE SCENARIO CONSIDER YOUR SOCIAL STYLE RATHER THANWHEN PLAYING THE SCENARIO CONSIDER YOUR SOCIAL STYLE RATHER THANWHEN PLAYING THE SCENARIO CONSIDER YOUR SOCIAL STYLE RATHER THANWHEN PLAYING THE SCENARIO CONSIDER YOUR SOCIAL STYLE RATHER THAN TAKING ON TAKING ON TAKING ON TAKING ON THE STYLES OF THE CHARACTERS THE STYLES OF THE CHARACTERS THE STYLES OF THE CHARACTERS THE STYLES OF THE CHARACTERS

INTRODUCTION TO THE PRINCIPLES OF INTRODUCTION TO THE PRINCIPLES OF INTRODUCTION TO THE PRINCIPLES OF INTRODUCTION TO THE PRINCIPLES OF

MEDIATION/CONFLICT RESOLUTION MEDIATION/CONFLICT RESOLUTION MEDIATION/CONFLICT RESOLUTION MEDIATION/CONFLICT RESOLUTION

FACILITATIONFACILITATIONFACILITATIONFACILITATION

WHAT IS MEDIATION?WHAT IS MEDIATION?WHAT IS MEDIATION?WHAT IS MEDIATION?

A PROCESS OF DISPUTE RESOLUTION WHERE A NEUTRAL THIRD A PROCESS OF DISPUTE RESOLUTION WHERE A NEUTRAL THIRD A PROCESS OF DISPUTE RESOLUTION WHERE A NEUTRAL THIRD A PROCESS OF DISPUTE RESOLUTION WHERE A NEUTRAL THIRD

PARTY ASSISTS IN HELPING TWO PEOPLE TO RESOLVE A DISPUTEPARTY ASSISTS IN HELPING TWO PEOPLE TO RESOLVE A DISPUTEPARTY ASSISTS IN HELPING TWO PEOPLE TO RESOLVE A DISPUTEPARTY ASSISTS IN HELPING TWO PEOPLE TO RESOLVE A DISPUTE

DIFFERENT MEDIATION MODELSDIFFERENT MEDIATION MODELSDIFFERENT MEDIATION MODELSDIFFERENT MEDIATION MODELS

� EVALUATIVE THE MEDIATOR HAS EXPERTISE IN THE ISSUES IN DISPUTE AND CAN ADVISE THE PARTIES

AND HELP THEM ACHIEVE SETTLEMENT. THE FOCUS IS ON SETTLING THE ISSUE, OFTEN FROM A

COMMERCIAL PROSPECTIVE

� INTERACTIVE* THE MEDIATOR NEEDS NO KNOWLEDGE OF THE ISSUES IN DISPUTE AND DOES NOT

ADVISE, BUT SUPPORTS AND ENCOURAGES THE PARTIES TO FIND A RESOLUTION THEMSELVES.

THE MEDIATOR DOES NOT SUGGEST WAYS OF RESOLVING THE DISPUTE BUT PROVIDES SUPPORT AND

ENCOURAGEMENT BY MANAGING THE ‘PROCESS’ AND NOT THE ‘CONTENT’

****GRAHAM AND CRAWLEY 1992GRAHAM AND CRAWLEY 1992GRAHAM AND CRAWLEY 1992GRAHAM AND CRAWLEY 1992

INTERACTIVE MEDIATIONINTERACTIVE MEDIATIONINTERACTIVE MEDIATIONINTERACTIVE MEDIATION

� BUILDING RELATIONSHIPS – FUTURE FOCUSED

� FOCUSES ON THE PARTIES FEELINGS AND NEEDS

� PARTY TO UNDERSTAND THE FEELINGS AND NEEDS OF THE OTHER

� ANY RESOLUTIONS COME FROM THE PARTIES NOT THE MEDIATOR

THE BENEFITS OF MEDIATIONTHE BENEFITS OF MEDIATIONTHE BENEFITS OF MEDIATIONTHE BENEFITS OF MEDIATION

� RESOLUTION LIES WITH THE PARTIES

� CAN DEAL QUICKLY AND COST EFFECTIVELY WITH WORKPLACE CONFLICT. (NIP IT IN THE BUD)

� CAN REDUCE THE NUMBER OF FORMAL PROCEDURES INCLUDING, GRIEVANCE, DISCIPLINARY

AND ET’S

� CAN REDUCE STRESS AND ANXIETY FOR ALL INVOLVED WITH LESS SICKNESS, ABSENTEEISM

AND STAFF TURNOVER

� HUGE POTENTIAL SAVINGS FOR ORGANISATIONS IN TERMS OF MANAGEMENT TIME AND

POTENTIAL PAYOUTS TO STAFF

OTHER DISPUTE RESOLUTION APPROACHESOTHER DISPUTE RESOLUTION APPROACHESOTHER DISPUTE RESOLUTION APPROACHESOTHER DISPUTE RESOLUTION APPROACHES

NEGOTIATION MEDIATION ARBITRATION

INVESTIGATION LITIGATION

WHEN MEDIATION CAN BE USEDWHEN MEDIATION CAN BE USEDWHEN MEDIATION CAN BE USEDWHEN MEDIATION CAN BE USED

� WHERE THERE IS A WILLINGNESS FOR THE CONFLICT TO BE RESOLVED

� WHERE PARTIES INVOLVED HAVE THE POWER TO IMPLEMENT THE RESOLUTIONS

� WHERE THE POWER IMBALANCE BETWEEN THE PARTIES IS NOT TOO GREAT

� PARTIES HAVE ISSUES THAT NEED TO BE SETTLED QUICKLY

MEDIATORS/FACILITATORS ROLEMEDIATORS/FACILITATORS ROLEMEDIATORS/FACILITATORS ROLEMEDIATORS/FACILITATORS ROLE

A VOLUNTARY FORM OF EARLY DISPUTE RESOLUTION.

A THIRD PERSON HELPING TWO OR MORE INDIVIDUALS OR GROUPS FACING

CONFLICT REACH A SOLUTION THAT'S ACCEPTABLE TO EVERYONE.

THE FACILITATORS ROLE IS TO:THE FACILITATORS ROLE IS TO:THE FACILITATORS ROLE IS TO:THE FACILITATORS ROLE IS TO:

� NOT MAKE JUDGMENTS OR DETERMINE OUTCOMES

� ASK QUESTIONS THAT HELP UNCOVER UNDERLYING PROBLEMS

� HELP PARTIES UNDERSTAND THE ISSUES

� HELP THEM CLARIFY THE OPTIONS FOR RESOLVING THEIR DIFFERENCES OR

DISPUTES

SKILLS OF EARLY CONFLICT RESOLUTION FACILITATIONSKILLS OF EARLY CONFLICT RESOLUTION FACILITATIONSKILLS OF EARLY CONFLICT RESOLUTION FACILITATIONSKILLS OF EARLY CONFLICT RESOLUTION FACILITATION

� NOTICING

� ASSESSING

� APPROPRIATELY GETTING INVOLVED

� LISTENING

� MANAGING SENSITIVELY BUT FIRMLY

� BALANCE POLICY, PRIVACY, RISK, DUTIES OF CARE

� DERIVING OPTIONS

� AGREEING AND TAKING ACTION

MEDIATION/FACILITATION PROCESSMEDIATION/FACILITATION PROCESSMEDIATION/FACILITATION PROCESSMEDIATION/FACILITATION PROCESS

Set upSet upSet upSet up

•Conflict parties agree to a meeting

•Parties are asked to consider what they want to achieve for the session

•Introductory meeting to address any concerns

•Transparency

Mediation/ Mediation/ Mediation/ Mediation/ Facilitation DayFacilitation DayFacilitation DayFacilitation Day

•1:1

•Group session

•Shuttle Mediation

•Developing a Record of Agreement

•Mediation Report closure

Post Mediation/ Post Mediation/ Post Mediation/ Post Mediation/ FacilitationFacilitationFacilitationFacilitation

•Sharing of record of agreement

•Handover to HR/Line manager

•Review/follow up as required

•Ongoing support available for participants

TALKING WITH THE PARTIESTALKING WITH THE PARTIESTALKING WITH THE PARTIESTALKING WITH THE PARTIES

1.1.1.1. OBJECTIVE OBJECTIVE OBJECTIVE OBJECTIVE –––– IS A JOINT CONVERSATION APPROPRIATE? DO YOU WISH TO IS A JOINT CONVERSATION APPROPRIATE? DO YOU WISH TO IS A JOINT CONVERSATION APPROPRIATE? DO YOU WISH TO IS A JOINT CONVERSATION APPROPRIATE? DO YOU WISH TO REMIND ABOUT REMIND ABOUT REMIND ABOUT REMIND ABOUT STANDARDS FOR WORKPLACE BEHAVIOUR?STANDARDS FOR WORKPLACE BEHAVIOUR?STANDARDS FOR WORKPLACE BEHAVIOUR?STANDARDS FOR WORKPLACE BEHAVIOUR?

2.2.2.2. ESTABLISH THE ENVIRONMENTESTABLISH THE ENVIRONMENTESTABLISH THE ENVIRONMENTESTABLISH THE ENVIRONMENT� Take a constructive and understanding role� Privacy, Confidentiality is key

3.3.3.3. EXPLAIN THE SITUATIONEXPLAIN THE SITUATIONEXPLAIN THE SITUATIONEXPLAIN THE SITUATION� Explore the nature of the concerns� Be factual, avoid generalisation� Outline the effect on the other person� Emphasise the impact not the intent being important� Give the person a chance to absorb the information and to respond

4. 4. 4. 4. CONCLUDECONCLUDECONCLUDECONCLUDE

� Checking readiness to agree a resolution

� Confirming your note to the person’s file

� Fixing review dates

� Confirm the file note to be amended if no further problems.

CONFLICT RESOLUTION FACILITATION: HINTS AND TIPS CONFLICT RESOLUTION FACILITATION: HINTS AND TIPS CONFLICT RESOLUTION FACILITATION: HINTS AND TIPS CONFLICT RESOLUTION FACILITATION: HINTS AND TIPS

� BE CONFIDENT AND CAREFUL!BE CONFIDENT AND CAREFUL!BE CONFIDENT AND CAREFUL!BE CONFIDENT AND CAREFUL!

� AIM FOR CONSTRUCTIVE RESOLUTIONAIM FOR CONSTRUCTIVE RESOLUTIONAIM FOR CONSTRUCTIVE RESOLUTIONAIM FOR CONSTRUCTIVE RESOLUTION

� Be optimistic

� Take action early

� Be supportive

� HOWEVER, PREPARE FOR ALL EVENTUALITIESHOWEVER, PREPARE FOR ALL EVENTUALITIESHOWEVER, PREPARE FOR ALL EVENTUALITIESHOWEVER, PREPARE FOR ALL EVENTUALITIES

� Be careful, professional, ethical

� What follows depends on how serious the conflict is

� THE PROCESS IS AS IMPORTANT AS THE OUTCOME.THE PROCESS IS AS IMPORTANT AS THE OUTCOME.THE PROCESS IS AS IMPORTANT AS THE OUTCOME.THE PROCESS IS AS IMPORTANT AS THE OUTCOME.

PRACTICEPRACTICEPRACTICEPRACTICE

USING THE SKILLS LEARNT FROM THE COLLABORATION APPROACH AND THE PRINCIPLES OF MEDIATION HAVE A GO AT THE FOLLOWING ROLE PLAY

SCENARIO:SCENARIO:SCENARIO:SCENARIO:

FOLLOWING THE PUBLIC OUTBURST IN THE OFFICE A HR COLLEAGUE OFFERS

TO FACILITATE A SESSION IN ORDER TO HELP VANESSA AND HOLLY RESOLVE

THEIR DIFFERENCES

GROUPS OF 4:GROUPS OF 4:GROUPS OF 4:GROUPS OF 4:

1 PERSON (PREFERABLY SOMEONE AMIABLE) TO PLAY VANESSA

1 PERSON (PREFERABLY EXPRESSIVE) TO PLAY HOLLY

1 PERSON TO BE THE FACILITATOR

1 PERSON TO OBSERVE AND TAKE NOTES

SUMMARYSUMMARYSUMMARYSUMMARY

SO, WHAT HAVE WE LEARNT?SO, WHAT HAVE WE LEARNT?SO, WHAT HAVE WE LEARNT?SO, WHAT HAVE WE LEARNT?

� Conflict is an everyday occurrence which takes place at work and at home

� There are many reasons why conflict happens – some within your control and others beyond

it

� As a direct participant in conflict you are in control to handle conflict during the informal

stage

� Conflict is increasing and the costs and impact on the workplace are significant

� Everyone has a responsibility for tackling conflict – managers, individuals, HR and the

organisation

� We’re all different so the approach we take to handle conflict situations should reflect this

� Mediation should be used at the informal stages of conflict

� Mediation is about using impartial activity listening and facilitation skills to help parties

reach an agreed resolution

THANK YOUTHANK YOUTHANK YOUTHANK YOU FOR YOUR TIME AND GOOD LUCK!FOR YOUR TIME AND GOOD LUCK!FOR YOUR TIME AND GOOD LUCK!FOR YOUR TIME AND GOOD LUCK!ANY QUESTIONS?

will will parkesparkes€¦ · reassure, support, confirm commitment security expressiveexpressive...

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