Developing Conflict Resilient WorkplacesAn implementation guide for Victorian public sector managers and teams
problem-solvinga s s e s s i n g
in teres ts
l i s t e n i n g
needs
options
questioning
Developing Conflict Resilient Workplaces:GuideDeveloping Conflict Resilient Workplaces:Guide
Developing Conflict Resilient Workplaces:Guide
Published2010byTheStateServicesAuthority,3TreasuryPlace,Melbourne3002.
©CopyrightStateGovernmentofVictoriaStateServicesAuthority2010.
TheVictorianGovernmenthasvestedtheStateServicesAuthority
withfunctionsdesignedtofosterthedevelopmentofanefficient,
integratedandresponsivepublicsectorwhichishighlyethical,
accountableandprofessionalinthewaysitdeliversservicesto
theVictoriancommunity.
ThekeyfunctionsoftheAuthorityareto:
• identifyopportunitiestoimprovethedeliveryandintegrationof
governmentservicesandreportonservicedeliveryoutcomes
andstandards;
• promotehighstandardsofintegrityandconductinthe
publicsector;
• strengthentheprofessionalismandadaptabilityofthepublic
sector;and
• promotehighstandardsofgovernance,accountabilityand
performanceforpublicentities.
TheAuthorityseekstoachieveitscharterbyworkingcloselyand
collaborativelywithpublicsectordepartmentsandagencies.
Developing Conflict Resilient Workplaces:GuideDeveloping Conflict Resilient Workplaces:Guide
Developing Conflict Resilient Workplaces:Guide
Contents
1.Background.................................................................... 2
2.Theconflictresilientworkplace.......................................... 3
2.1 Triage:‘Whatistherealissue?’.............................. 6
2.2 Alternativedisputeresolution(ADR)........................ 8
2.3 Wheredoesthisleaveformalgrievanceprocesses?.. 10
3.Actionstepsandusefultools........................................... 11
A. Createacrossfunctionalteam.............................12
B. Assessthecurrentsituation................................ 13
C. Identifyareasforimprovement..............................17
D. Developoptions.................................................. 19
E. Developaplan................................................... 20
F. Implementtheimprovements............................... 21
G. Evaluateyoursuccess......................................... 22
Appendix A:Summaryofkeyalternativedisputeresolutionmethods............................................................ 26
Appendix B:Otherresourcesandfurtherreading................. 29
Developing Conflict Resilient Workplaces:Guide 22 Developing Conflict Resilient Workplaces:Guide
Developing Conflict Resilient Workplaces:Guide 3
1. Background
In2008theStateServicesAuthoritycommencedaproject‘Taking the heat out of workplace
issues’tocollaborativelybringaboutpositivechangeintheconflictresolutionspace.Muchof
theprogresshascomeaboutthroughthegenerousworkoftheconflictresolutionnetwork.
Thenetworklinksmorethan100peopleacrosssome40Victorianpublicsectororganisations,
manyofwhomareworkingonlocalchangeprojects.
Thisguidecapturessomeoftheirinnovationstohelporganisationsrespondto,andreduce,
internalconflict.Itspurposeistoactasahandbookorreferencemanualforthosepeopleand
teamswhohavebeenauthorisedbytheirseniormanagerstoundertakeworkinthearea.
TheStateServicesAuthoritycompaniondocument‘Conflict Resilient Workplaces – a report
for Victorian public sector leaders’setsouttherationaleforboththeprojectandthisguide.It
providesthebusinesscaseforchangingthewaythatconflictismanagedintheworkplace.It
alsoseekstheconsiderationofVictorianpublicsectorleaderstohelpbuildworkplaceswhere
relationshipsarestrongerthroughapracticalcommitmenttoimprovingopencommunication.
Theguidedescribesthefeatures of a conflict resilient workplace–onewhereconflictis
managedwell,andnotallowedtoescalate.
Itsupportsyoutocreate a more positive workplacebysuggestinghowtobuildcommitment
tochange,reviewcurrentpractice,identifyareasforimprovement,presentoptionsforchange
andevaluatesuccess.
Muchoftheguideisdiagnostic:itencouragesyoutoaskquestionsaboutyourorganisation’s
systems,valuesandbehaviourstoidentifythemostimportantissuestoworkon.Aswell,it
givespracticaltipsforwritingbusinesscasesandpresentingoptionstoseniormanagement.
Developing Conflict Resilient Workplaces:Guide 22 Developing Conflict Resilient Workplaces:Guide
Developing Conflict Resilient Workplaces:Guide 3
2. The conflict resilient workplace
Aconflictresilientworkplaceisonewherestrongcommunicationsandrelationshipsunderpin
theconflictmanagementsystem.
Itisonethatintegratesstrongdiagnosis(‘whatisthecauseoftheproblem?’)withappropriate
decisionmakingaboutthebestresponse(‘isthisbestmanagedthroughadjudicationby
athirdparty,orcanweresolvethisbetterthroughmediation,acourageousconversation
orfacilitation?’).
Aconflictresilientworkplacedoesnotrelysolelyonformaldisputeprocesses,butemphasises
positiverelationshipsandstrongcommunicationsothatconflictismanagedearly,atthelowest
possiblelevel,andwiththemostappropriateresponse.
Conflict resilient workplaces share four features
Promote Theyareproactiveinbuildingacultureofcommunication.
Prevent Theystopthingsgoingwrong.
Respond Theyrespondquicklyandappropriatelywhenthingsdogowrong.
Comply Theycomplywithrelevantguidelines,rules,regulationsandaddress
principlesofnaturaljusticeandproceduralfairness.
Thisguideusestermssuchasgrievance, conflict and dispute.Thesetermsareevolvingin
conflictmanagementliterature(andinlaw),andthereforedifferentorganisationsmightusethe
termsindifferentways.
‘Grievance’inparticularcanbeproblematic,andseniorHRmanagershavesaidthatmany
staffsee‘grievance’asaninevitableendpoint,requiringathirdpartyadjudicator.Ratherthan
prescribedefinitionshere,weurgeyoutointerpretthelanguageandtermsweusehereina
waythatismeaningfultoyourorganisation.Conversationanddebateaboutthelanguageof
conflictresolution–inparticular,what‘conflictresilient’meanstoyou–canbeavaluablepart
oftheprocessleadingtochange.
Developing Conflict Resilient Workplaces:Guide 44 Developing Conflict Resilient Workplaces:Guide
Developing Conflict Resilient Workplaces:Guide 5
Building an integrated conflict management model
Eachworkplacehasitsownculture,processesandtraditions.Thismeansthatconflict
managementsystemswillinevitablylookdifferentineveryorganisation.
Anintegratedconflictmanagementmodelshould,however,linkrights-basedformalprocedures
withalternativedisputeresolutionmodelsthroughstronginteractiveproblemsolving.
Thepeopledirectlyinvolvedinthedisputeshouldbeactivelyencouragedandsupportedto
takeresponsibilityformanagingtheirownissues.
AsFigure1shows,anintegratedmodelisunderpinnedbystrongcollaborativeintake
assessment(triage)whendisputesareraised.Itencouragesalternativedisputeresolution
whichhasastrongfocusontheinterestsandneedsofthepartiesconcerned.
Ithasaplaceforformalgrievanceprocesses–butusesthemforspecificdisputessuitedto
formalcomplaints,orasasafetynet.
Characteristics of an integrated conflict management model
• Providesearlyinterventionthroughatriageorcollaborative intake assessment
modelwithmultiple entry pointsforeaseofaccess.
• Identifiesroot causesofproblemsinadditiontosymptoms,andsharesthisinformation
tocreatechange.
• Usesalternative dispute resolution methods(feedback,conversation,mediation,
facilitation)thatpreserveworkplacerelationshipsby,
– addressingtheneeds and interestsofthepeopleinvolved,notjustformal
rights;and
– encouragingselfresolution(withsupport),ratherthanemphasisingaformalarm’s
lengthprocess.
• Incorporatespreventativeactionssuchastraining and awareness raising.
Developing Conflict Resilient Workplaces:Guide 44 Developing Conflict Resilient Workplaces:Guide
Developing Conflict Resilient Workplaces:Guide 5
Integrated conflict management model
Medical/LegalReferral
FormalComplaint
ADRApproaches:
Coaching,Mediation,Facilitation
TriageIdentifyIssues
Noselfresolution?
Supportedself-resolution
Figure 1:
Developing Conflict Resilient Workplaces:Guide 66 Developing Conflict Resilient Workplaces:Guide
Developing Conflict Resilient Workplaces:Guide 7
2.1 Triage: ‘What is the real issue?’
Organisationsmusthaveastrongintakeassessmentprocessformanagingcomplaintsand
disputes.Atriagesysteminvolvesaskilledstaffmember(usually,butnotnecessarilyfrom
theHumanResourcesteam)askingtherightquestionstodetermine:–therootcauseofthe
conflict,whoisinvolvedandthedesiredoutcome.Thishelpspeoplemakeaninformedchoice
aboutthebestresolutionoption.Thisprocessoftengoesunderdifferentnamesincluding
collaborativeintakeassessmentortriage(seeFigure1).
Throughatriageprocess,itwillforexample,becomeapparentthatifsomeoneisaccusedof
doingsomethingthatbypolicyandlawmustformallybedealtwith,andiftheotherperson
clearlydisputesthataccusation,theappropriateprocesswillbearights-basedprocessof
adjudication.Here,aformalcomplaintisusuallywarranted.
Alternatively,ifadisputeseemstohavearisenthroughlackofclarityaboutissues(forexample,
whereapersonperceivessomeone’sbehaviourasbullying),andifthedisputeseemsonly
toaffecttwoparties,thenmediationmaybeappropriate.Ifthereissignificantconflict,an
interventionthattransformstheconflicttothepointwherethoseaffectedarewillingto
cooperatewouldbeappropriate.
Thesearethetypesofcircumstancesthatcanberaisedthroughatriageprocess.Itprovides
alegitimateopportunityforpeopletodescribetheirparticularissue.Atrainedintake
assessmentofficerisabletoaskpertinentquestions.Optionsforresolvingtheissue,including
theobjectivethepersonisseeking,aswellasthelikelyoutcomes,canbediscussed.This
collaborativeapproachresultsinpeoplebeingbetterinformedabouttheirchoices.Italso
providespeoplewithahighlevelofownershipandresponsibilityformanagingtheirownissues.
Inchoosingtofocusoninterest-basedprocesses,apersondoesnotrelinquishtheirrights.
However,inchoosingtolodgeaformalcomplaintbasedonrights,apersondoesrelinquish
control,astheprocessisusuallybeyondtheircontrol,andisoftendrivenbyathirdparty.
Oftenpeoplewhoseeksomekindofredressarenotmadeawareofthis.
Developing Conflict Resilient Workplaces:Guide 66 Developing Conflict Resilient Workplaces:Guide
Developing Conflict Resilient Workplaces:Guide 7
A triage process helps people to
• definetheproblemandseparatetheproblemfromtheperson;
• identifytherolesandrelationshipsthattheyhavewitheachotherandwiththeworkplace;
• identifytheissues–personal,workplace,organisational,other;
• identifyinterests,needsandconcerns(notjustrights);
• unpackperceptions,assumptions,interpretationsandexpectations;
• considertheimpactofemotionsontheprocess;
• considertheirownandothersskillsandcommunicationstyles;
• identifytheinformationneeded;
• exploreoptionsandalternatives;
• communicatechoices;
• useobjectivecriteria;and
• committochange.
Multiple entry points
Ideally,theintakeprocesswillhavemultipleentrypoints.Thisencouragesstafftoactearly
andatanappropriatelevelwhentheyhaveaconcern.Forexample,theycould:
• selfmanageaconcernbyapproachingacolleaguedirectly;
• seekinternaladvicefromasupervisor,manager,humanresourcesorelected
OccupationalHealthandSafetyrepresentative;
• seekinformalresolutionwithassistancefromasupervisor,managerorhuman
resourcesrepresentative;
• seekformalresolutionthroughadesignatedprocess(eginternalgrievance);or
• seekexternaladvice(egfromtheVictorianEqualOpportunityandHumanRightsCommission,
orWorkSafe).
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Developing Conflict Resilient Workplaces:Guide 9
2.2 Alternative dispute resolution (ADR)
Alternativedisputeresolution(ADR)processes–sometimescalledappropriatedispute
resolutionprocesses–areanessentialpartoftheintegratedconflictmanagementmodel.
Theyincludeapproachessuchasfeedback,mediation,facilitationandconflictcoaching–
processesthatcanbeusedasanalternativeto,oralongside,moreformal,rights-based
models.Figure2providesalistofsomeofthemorecommonlyusedapproaches.These
aredescribedinmoredetailinAppendixA.
ADRprocessesandtechniquesareusefulinmanagingarangeofsituationsfromindividual
performancetoemotionallycomplexissuesthatcanariseinworkingrelationships.
Recognisingthebestprocessforagivensituationiscriticalandshouldbeaddressedearly
on,suchasduringthetriageprocess.Figure3providesinformationonwhatapproachmight
bestfitasituation.
ADRmethodsareinformal,voluntaryanddon’tincludelitigation.Whiletheyareusually
structured,theycanbenon-adjudicatory.
Importantly,theyarebasedonfourkeytenets,that:
• Thebestdecisionmakersinadisputeareusuallythepeopledirectlyinvolved.
• Toeffectivelyresolveadispute,peopleneedtohearandunderstandeachother.
• Disputesarebestresolvedonthebasisofthepeople’sinterestsandneeds.
• Disputesarebestresolvedattheearliestpossibletimeandatthelowestpossiblelevel.
Developing Conflict Resilient Workplaces:Guide 88 Developing Conflict Resilient Workplaces:Guide
Developing Conflict Resilient Workplaces:Guide 9
Figure 2: Commonly used ADR approaches to promote constructive relationships
Feedback and interactive problem solving
Offeringobservationsorhelpingsomeonetoreflect.
Conversation
Peopletalkingtoreachsharedunderstandingand(possibly)committoaction.
Conflict coaching
Powerfulquestioningtohelpgaininsightsandencouragetheconceptofmutuality.
Mediation
Athirdpartyassistingthesearchformutualunderstandingandoptimalaction.
Facilitation
Athirdpartyhelpingagrouptoachieveacollectivegoal.Thiscouldinvolveworkplace
conferencingorwhatisknownasappreciativeinquiry.
Figure3distinguishesarangeofdifferentsituations,andpresentscorrespondingstructured
processesforrespondingconstructively1seeoverpage
Figure 3: Using the best process for the situation
Situation Appropriate processes
Disputed accusation Investigation+adjudication
Managers needing to respond
appropriately to disputes and conflicts
Conflictcoachingandother
managerialskills
Dispute between two parties Mediation(assistednegotiation)
Dispute or potential dispute between
several parties
Facilitation(problem-solving,strategic
planning,appreciativeinquiry)
Specific conflict with no dispute or
many disputes
Groupconferencing,
transformativemediation
General conflict across an organisation Managedchange
Training,coaching,mediation,facilitation
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Developing Conflict Resilient Workplaces:Guide 11
Why use alternative dispute resolution?
Inmostworkplaces,conflictdevelopsthrougheverydaymisunderstandings.Differencesin
styleandexpectationsgenerateresentment,avoidance,aggressionandotherdestructive
thoughts,feelingsandbehaviours.Themoststronglynegativefeelingsassociatedwith
interpersonalconflictareanger,fearandcontempt,whichpredisposepeopletodisengage,
ortoengagedestructively.
Oncetheyareinastateofconflict,peopleidentifyothersastheproblem,clingtotheir
ownfixedpositions,feelthattheycanonlywiniftheothersloseandinsistontheirown
subjectivecriteria.
Peopleinconflictfindithardtoengageconstructivelyuntiltheyhaveacknowledgedthe
sourcesoftheconflict,andhavebeguntotransformconflictintocooperation.ADRapproaches
facilitatethiskindofchangeinthinkingandbehaviour.
2.3 Where does this leave formal grievance processes?
Puttingresourcesintoalternativedisputeresolutionmodelsdoesnotdoawaywiththeneed
forgrievancestructures.
Forexample,certainsituationsdemandformalprocessesbeused:allegationsofcriminal
orseriousmisbehaviour;situationswherethereisalackofgoodfaithandpeoplewon’t
cooperate;situationswherepublicpolicy,proceduralorlegalissuesarise,orwherethewelfare
ofindividualsisthreatened.
Thereiswidespreadacceptance,andalegalrequirement,thatorganisationsmusthavefair
andeffectivesystemsforhandlinggrievances.Ifsomeoneclaimsthatalaworguidelinehas
beenbreached,theremustbeaneffectiveandfairsystemtotestthatclaim.If a grievance
handling system is not perceived as procedurally fair, it will itself generate grievances
and become part of the problem.
Aconflictresilientworkplaceusesadjudicatedgrievanceprocesseswhentheyarenecessary
butpreventsconflictescalatingintoformalgrievanceswhenearlyresolutionispossible.
1 AdaptedfromD.B.Moore(2003)David Williamson’s Jack Manning Trilogy: A Study Guide,Sydney:CurrencyPress.
Developing Conflict Resilient Workplaces:Guide 1010 Developing Conflict Resilient Workplaces:Guide
Developing Conflict Resilient Workplaces:Guide 11
3. Action steps and useful tools
Thissectionidentifiesissuesandsomeusefultoolswheremanagersandteamsareseeking
todevelopamoreconflictresilientworkplace.Itexplainstheseagainstthebackgroundofthe
stepscommonlyusedinanychangemanagementexercise(Figure4).
Insomeorganisations,worktowardsbetterconflicthandlingmayalreadybeunderway–in
whichcasethissectionmayassistinreviewingprogresstodateandidentifyingnextsteps.
Figure 4: Action Steps
Stage A Create a cross functional teamtodecideonprojectobjectivesandto
conductareviewofcurrentpracticesandfutureoptions
Stage B Assess the current situation.Thereviewwillassessthecosts(bothdollars
andhuman)ofconflictandproposebroadoptionsforchange
Stage C Identify areas for improvement.Determinehowwellyourorganisation
managesconflict.Thiswillinvolvebothdiagnosticworkanddiscussions
Stage D Develop optionsforactionandpresentthemtodecisionmakers
Stage E Develop a planforimplementingimprovements
Stage F Implementtheimprovements
Stage G Evaluate the successofinterventions,includingtheextentofparticipant
engagement.Providefeedbacktomanagementandstaff
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Developing Conflict Resilient Workplaces:Guide 13
Action steps: Stage A – Create a cross functional team
Culturalchangecannotbeachievedbyoneortwopeople.
You’llneedtocreateacrossfunctionalteamtoconductareviewofconflictmanagement
systems.Theteamshouldbringtogetherknowledgefromacrosstheorganisation.Thiscollegiate
approachwillbringtherightmixofskillsandorganisationalunderstandingtothereview.
Itwillalsobringa‘wholeoforganisation’responsetoidentifyingissuesandimplementing
change.Thisbuildsasenseofcollectivecommitmenttotheproject.
Finally,beforeyoustartworkit is crucial to confirm and clarify your mandate fromsenior
managementandestablishreportinglines.
Some suggestions for forming a cross functional team
• Decideifyouneedtoformanewteam,oristhereanexistingteamwhocando
thereview?
• Invitearangeofinternal peoplewithgoodorganisationalknowledge–forexample,
stafffromhumanresources,industrialrelations,organisationaldevelopment,employee
wellbeing,marketingandcommunications,legalandcompliance,audit,operations,andIT.
• Seektohaveaseniormanagementgroupmembersponsortheproject.
• Inviteinfluentialpeopletojointheteamincludingthosewhoyouthinkmayneedtobe
convincedofthemeritsofpossiblechange.
• Includepeoplewhohaveusedtheexistingcomplaintssystem(bothamanagerandan
employee)andyourinternalgrievanceofficer(ifyouhaveone).
• Considerinvitingexternal people,suchasrelevantunionstojointheteam.
• Estimatethetimeinvolvedandcheckthatthoseinvitedhavetimetodedicateto
thereview.
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Action steps: Stage B – Assess the current situation
Itisimportanttogainbroadconsensusabouttheneedforchange,aswellasthedirectionin
whichyouintendtohead.Thisisinadditiontoworkingfromthemandateofyourseniorleaders.
Informationaboutcurrentprocessesandtheireffectivenessagainstagreedobjectivesneeds
tobeconsidered.Thiswillstimulatediscussionaboutobjectivesandassumptionsthatmay
needtobefurtherexplored.Itshouldalsoformthebusinesscaseforchange.
Ideasforwritingabusinesscase(possiblyoneor2pagesonly)arebelow.Thisdocument
shoulddemonstratethatanorganisationwillsavemoneyandreduceriskifitspends
appropriatelyonbetterconflictmanagementsystems.
Developing Conflict Resilient Workplaces:Guide 1414 Developing Conflict Resilient Workplaces:Guide
Developing Conflict Resilient Workplaces:Guide 15
What to include in a business case
Your goals
• Theseshouldbealignedtobusinessgoals–forexample,toimprove workplace
relations; to reduce the cost of workplace conflict
• Theyshouldbespecificandabletobemeasured
The problem
• Includeashortstory(orstories)illustratingthemainproblem(s).Thisbringstheissue
‘alive’foryourreaders
• Summarisetheproblemsandissuesasyoucurrentlyseethem
• Givethetangibleandintangiblecoststotheorganisationofinternalconflict(casestudy,
AppendixBoftheDeveloping Conflict Resilient Workplacesreportsuggests
howtocostactualresourcesandpotentialrisks)
• Identifydisputesthatposeahighrisktotheorganisationandhowyouwillprevent
orresolvethem
Solutions
• Identifyprojectsorcasestudiesfromsimilarorganisationsthathaveledto
positivechange
• Outlinetheprosandconsofalistofprioritisedproposedoptions
• Outlinenextsteps(methodology)
Communication
• Explainhowyouwillreportbacktoseniormanagement
Recommendations
• Beclear;areyouaskingformoney?forotherresources?forendorsementoragreement?
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Developing Conflict Resilient Workplaces:Guide 15
What to do
Use the following two checklists (Checklist 1 and 2) as a conversation starter for your
review. The first checklist asks if you have evidence that things need to change. The
second asks you to assess how well complaints are being managed.
Checklist 1: Do you have evidence of a need for change?
YES NO
Is there
evidence of staff
disengagement?
Highlevelsofabsenteeismorsickleave
Highlevelsofpresenteeismanddisengagement
Highlevelsofstaffattrition
Highnumberofexternalcomplaintsaboutstaff
Seniormanagementdon’tunderstandwhypeopleareleavingand/or
theimplicationsofhighstaffturnover
Staffand/orseniormanagementdisplayinappropriatebehaviour
Avarietyofexternalexpertsareengagedtoresolveissues
Somegrievancesystemsareunderused:peopleperceivethesystem
tobeunfair,cumbersomeorlikelytobringnegativeconsequences
High number of
formal grievances
(including bullying
and harassment
cases)
Somegrievancesystemsareoverusedleadingtohighlevelsof
registeredworkplacegrievances
Unresolvedgrievancesareblockingthesystem
HighnumbersofgrievancesarereferredtothePublicSector
StandardsCommissionerforreview
Poor
organisational
response to
conflict
Disgruntledemployeesseekredressoutsidethepublicsector,for
example,throughtheCourts,theAustralianIndustrialRelations
Commission,themediaorunions
Processesdon’tfollowprinciplesofnaturaljusticeandproceduralfairness
Thosewhohandleworkplacecomplaintsdon’treporttothosewith
theauthoritytodosomethingaboutit
HRcarriesthecostsofconflictresolutionandformalgrievance
procedures,ratherthanthebusinessunit
Dataongrievancesiscollected–butlittleornothingisdonewith
theinformation
No strategic
thinking
Noquantifyingoftheriskofunresolvedconflict
Noanalysisofthereturnoninvestmentfrombettergrievancehandling
Developing Conflict Resilient Workplaces:Guide 1616 Developing Conflict Resilient Workplaces:Guide
Developing Conflict Resilient Workplaces:Guide 17
Checklist 2: How well are complaints being managed?
YES NO
Conflicts get too
big, too earlyConflictisnotalwaysidentifiedearlyenough
Informaldiscussionsdon’twork(forwhateverreason)andformal
grievancesarequicklylodged
Peopleapproachproblemsfromthepointofviewit’stheirrightto
complainasopposedtoarticulatingtheirconcernsintermsoftheir
interestsandneeds
Afocusonentitlements(arights-basedapproach)isstronger
thanafocusontheneedsandinterestsoftheparties
(aninterests-basedapproach)
Peopledon’ttalkwitheachothertofindoutwhattheirreal
concernsare
Peopletakesidesimmediatelyanddon’tstoptothinkaboutwhatthe
issuesareandtheimpactofthoseissuesonthepeopleinvolved
Issuesarebeingescalatedunnecessarily
Claimants aren’t
satisfied
Theunderlyingissuesinindividualcomplaintsarenotbeing
adequatelyaddressed
Peoplewhousethesystemarenotsatisfiedwiththeprocess
forhandlingdisputes
Claimants aren’t
engaged
Thepeopleinvolvedarenotengagedintheprocess(forexample,
relyingonunionstorepresentthem,without‘speaking’themselves)
Peoplewantto‘handover’theirissuesforsomeoneelse,
suchasHR,tomanage
Points to consider:
• Isthereevidenceofaneedtoimproveconflictmanagement?
• Ifyouhadtochoosethreemainareasforimprovement(yourthreebiggestproblems),
whichwouldtheybe?
• Aretheyrelatedtopromoting,preventingorrespondingtoconflict?
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Action steps: Stage C – Identify areas for improvement
Isyourworkplaceoperatingatitsoptimallevel?Whatdoesitdotopromotestrong
communication?Howdoesitpreventconflict?Howwellisyourworkplacemanagingconflict?
Howdoesitrespondwhenthingsgowrong?
What to do
• UsethechecklistattheendofStageB(Checklist2)asaconversationstarterforthisstage.
Thechecklistasksyoutoassesshowwellcomplaintsarebeingmanaged.Answering‘yes’
toamajorityofthepoints,mayindicatehighlevelsofworkplaceconflictandaconflict
resolutionsystemthatisunderstrain.
• UseChecklist3attheendofStageGtodoafurther‘bigpicture’check.
• Lookatotherrelevantdatasuchasorganisationalclimatesurveys,theSSA’sPeopleMatter
Survey2andtheresultsofotherselfassessmenttools.UsefultoolsthattheSSAhasinthis
areaarelistedatAppendixB.
• Findoutifprocessesarealreadyinplacetoassesshowwellyourorganisationisfunctioning.
Checklist3(attheendofStageG)isadetailedlistoftheattributesofaconflictresilient
workplace.Thelistisbrokenintothreeparts:
• Promotingacultureofcommunicationsothatthingsgoright(Checklist3A)
• Preventingthingsfromgoingwrong(Checklist3B)
• Respondingwellwhenthingsdogowrong(Checklist3C)
Yourreviewteammightwanttousethischecklisttoconducta‘bigpicture’checktofindout
ifyourworkplaceisperformingatitsoptimallevel.
Alternatively,youmightwanttocompletetheChecklists1and2andthenconsiderwhich
attributesofthethirdchecklistaremostneeded:promoting,preventingorresponding.This
canthenguideyourdecisionsaboutwheretofocusaction.
2 PeopleMatterSurveyreportsavailableat:www.ssa.vic.gov.au
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Developing Conflict Resilient Workplaces:Guide 19
Planning the work resulting from the assessment
Revisit the project goals(outlinedinyourbusinesscase)
• Onceagreed,theprojectgoalsshouldberevisitedregularly.Itiscommonforgoalsto
changeoverthecourseoftheproject,soyoushouldanticipatethattoo!
Decide on options for action
• Allowtimefordiscussions.Forexample,theteammightneedafewhoursof
uninterruptedtimetodiscusswhethertheorganisationisfunctioningatitsoptimalbest,
todiscusstheirindividualconclusions,andtodebatedifferentviews.
• Distributethisguideasappropriate,tosupportdiscussions.
Allocate roles
• Decideontherolesrequiredaspartofthereview.Thesemightincludeorganising
meetings,chairingmeetings,ordoingresearch.
• ConsiderwhetherteamleadersshouldcomefromHumanResourcesoffromanother
partofthebusiness.
• Havesomeonefacilitateteammeetings.Thisneedn’tbeanexpert,butthefacilitator
mustbeprepared.Theyshouldstarteachmeetingwithadiscussiontogetagreement
onthemeetingobjectives.Theyshouldalsosetgroundrulesforthemeetingandbe
givenamandatetoenforcethem.
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Developing Conflict Resilient Workplaces:Guide 19
Action steps: Stage D – Develop options
Havingidentifiedyourthreekeyareasforimprovement,youneedtodevelopoptions.
Theobjectivehereistomovetowardsabestpracticeconflictmanagementmodel–described
earlierastheconflictresilientworkplacewhichpromotesapositivecultureofcommunication,
preventsthingsfromgoingwrong,andrespondswellwhenthingsdogowrong.
What to do
• Identifyarangeofoptionsfordealingwithyourthreemainareasofconcern:
– readthroughthevariousattributesofaconflictresilientworkplacelisted
inChecklist3forideas.
– readthecasestudyintheSSAreportforVictorianpublicsectorleaders:
Developing Conflict Resilient Workplaces.
– usetheresourceslistedatAppendixCofthisguide.
• Listtheadvantagesanddisadvantagesofeachoption.Thinkaboutbudgetconstraints,
timeconstraints,otherrelevantprojects,andthecultureofyourparticularorganisation.
• Decideonthoseoptionsyouthinkwillmakeareasonablysignificantdifference,and
arefeasible.
• Findoutwhatyouneedtodotogetsupportforyourideas.Willyouneedsomeinformal
conversationswithotherstafformanagementbeforepresentingaformalwrittenproposal?
• Developapaperforseniormanagementthatoutlinesyourpreferredoptions,and
seeksapproval.
A word of caution
Anyoptionsyoudevelopshouldtakeintoaccount:
• processesprescribedinindustrialawardsandagreementsforresolvinggrievancesand
disputes;and
• yourorganisation’sinternalpoliciesandprocedures.
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Developing Conflict Resilient Workplaces:Guide 21
Action steps: Stage E – Develop a plan
Onceyouhavethego-aheadtointroducespecificchange,youwillneedaplan.Yourreview
teammightberesponsiblefordevelopingtheimplementationplan,oranewteammightbe
neededtodothiswork.
Timing
• Whenwillnewinterventionsbe
introduced?
• Whichinterventionsarepriorities?
• Howoftenwillyoumeet?
• Whenwillyoureporttosenior
management?
Cost
• Haveyouestimatedbudgets?
Consultation
• Whoneedstobeconsultedbefore
youstart?
Objectives
• Dothesematchyouroriginalproject
objectives?Ifnot,whynot?
Who
• Whowillcarryouttheimplementation?
• Willyouneedexternalexperts?
• Whowillyouneedtoreportto?
Evaluate
• Howwillyoumeasureprogress?
• Howwillyoumeasuresuccess?
• Howwillyoulearnfrommistakes?
Points to consider
• Arethepeoplebeingaskedtochange
involvedinplanning?
• Havepeople’sconcernswithchange
beenarticulatedandaddressed?
Developing Conflict Resilient Workplaces:Guide 2020 Developing Conflict Resilient Workplaces:Guide
Developing Conflict Resilient Workplaces:Guide 21
Action steps: Stage F – Implement the improvements
Thisstageofthecycleiswherealltheteam’shardworkcomestogether.Havingworkedinan
open,collaborativeandmethodicalstyleassuggestedinthisguide,implementationshouldnot
beoverwhelming–althoughremembersomethingyoudidn’texpectislikelytohappen!
Mostimportantly,toplevelcommitment,acrossfunctionalteamandcarefulanalysisofthe
existingsystems,willmeanthatyouareworkingfromasolidbase.
Points to consider
• Hasyourcommunicationfortheplannedchangesbeenrigorous?Doeseveryoneknow
andunderstandwhat’shappening,whenit’stakingplaceandwhyimprovementsare
beingmade?
• Havetheconcernsofpeoplewhowillbeinstrumentalinmakingthechanges,aswellas
people‘upanddownstream’beencomprehensivelyaddressed?
Developing Conflict Resilient Workplaces:Guide 2222 Developing Conflict Resilient Workplaces:Guide
Developing Conflict Resilient Workplaces:Guide 23
Action steps: Stage G – Evaluate your success
Yourreview(orimplementation)teamshouldassessthesuccessoftheirinterventions.Thisisa
criticalpartoftheactionlearningmodeldescribedearlierinthisguide.Itsetsupthelearningfor
thenextstageofreflection,planningandchange.
What to do
Ask yourself:
• Whatempiricalevidenceistherethattheprojectgoalsweremet?
• Arethereotherfactors(notjustempiricalevidence)tosuggestsuccess?
• Howmuchdidtheprojectcost?Diditexceedbudget?Why?
• Inhindsight,wouldyouhavedoneanythingdifferently?
• Whatfeedbackwillyougivetomanagementandstaff?
Also measure how engaged participants were in the project by asking:
• Whatdidyoulearnbybeingpartofthisproject?
• Inhindsight,wouldyouhavedoneanythingdifferently?
ThefollowingChecklists(3A,3B,3C)maybeofassistancehere,aswellasthedatathatwas
gatheredindevelopingtheoriginalbusinesscasesforthechanges.
Developing Conflict Resilient Workplaces:Guide 2222 Developing Conflict Resilient Workplaces:Guide
Developing Conflict Resilient Workplaces:Guide 23
Do you promote a culture of communication to help things go right?
Checklist 3A: How conflict resilient is your workplace?
AttributeMark on a scale of 1 to 5 where ‘5’ is ‘just like us’
and ‘1’ is ‘not at all like us’1 2 3 4 5
Collaborative problem
solving is integrated
into corporate culture
Decisionsaremadebystaffandmanagers
Managementdoesnotmandateanswersor
solutionswithoutconsultation
Constructive
communications are
promoted
Peoplelistenandseektounderstandbeforethey
seektobeunderstood
Constructivecriticismiswelcomed
Staffaretrainedincommunicationsand
conflictresolution
Relationshipsbetweenareasaresupportive
andcooperative
Organisationseekstolearnfromitsmistakes
Interest-based(notrights-based)languageand
behaviouriseverydaypractice
Different styles of work behaviour are accepted and tolerated
Leaders ‘walk the talk’ Theypractiseopenandhonestcommunications
Theyseparatetheproblemfromtheperson
Theyseekearlyresolutionofconflict
Theychampioneffectiveconflictmanagement
(andaresincere)
Corporate mission,
vision and values
are consistent with a
conflict management
philosophy
Organisationhastakenstepstoensureitssystems
andstructureswillminimiseconflict
• Whichactivitiesshouldyourorganisationbedoingmoreoftohelpthingsgoright?
• Whatelsecanyourorganisationdotopromoteacultureofcommunication?
Developing Conflict Resilient Workplaces:Guide 2424 Developing Conflict Resilient Workplaces:Guide
Developing Conflict Resilient Workplaces:Guide 25
Do you prevent things from going wrong?
Checklist 3B: How conflict resilient is your workplace?
AttributeMark on a scale of 1 to 5 where ‘5’ is ‘just like us’
and ‘1’ is ‘not at all like us’1 2 3 4 5
We do things to
address conflict
before it escalates
Trainstaffandmanagersonhowtorespond
appropriatelyinfirstinstancetocomplaintsandissues
Collectfeedbackaboutissues
Expectinteractionbetweenmanagersandstaff
(notwaitinguntilperformancereviewtimebefore
givingorgettingfeedback)
An intake assessment
(triage) process helps
determine the best way
to resolve the dispute:
conflict coaching,
mediation, adjudication
or another approach
Thereisagoodunderstandingofwhichalternative
disputeresolutionapproachsuitsparticularissues
Casesarereferredtoadisputeresolutionprocessonly
once.Theintakeassessmentinformationisanalysed
andthebestprocessagreed
Peoplearegivenenoughinformationaboutoptions
tomakeaninformedchoice
Organisational culture
supports the airing of
grievances
Conflictcanbesafelyraised;privacyisrespected
Staffareencouragedtovoiceconcernsand
constructivedissentearly
Peoplefeelconfidentthattheywillbeheard,respected,
andtheirconcernsactedupon
Staffareencouragedtoresolvetheirownissuesandare
supportedintheirchoiceofresolutionoption
Staffaregivenreasonsfordecisionsaboutgrievances–
inwritingandorally
Conflictmanagementisaseparatecorecompetency
Naturaljusticeandproceduralfairnessareapplied
The right data is
collected, analysed
and used
Acrossdisciplinaryteamconductsrootcause
analysisandmakesrecommendationstostopissues
fromrecurring
Thisinformationissharedbroadlyandused
tomakedecisions–forexample,abouttrainingneeds
Senior management take an interest in grievances
(for example, reading reports, discussing resolution options)
• Whichactivitiesshouldyourorganisationbedoingmoreof?
• Whatelsecanyourorganisationdotopreventthingsgoingwrong?
Developing Conflict Resilient Workplaces:Guide 2424 Developing Conflict Resilient Workplaces:Guide
Developing Conflict Resilient Workplaces:Guide 25
Do you respond well when things go wrong?
Checklist 3C: How conflict resilient is your workplace?
AttributeMark on a scale of 1 to 5 where ‘5’ is ‘just like us’
and ‘1’ is ‘not at all like us’1 2 3 4 5
There is a defined
and documented
process for
responding
to workplace
grievances
Thereareinformalprocessoptionstoresolveconflictata
locallevel(theseemphasiselisteningandunderstanding)
Thereareformalprocessoptionsforresolvingdisputes
Formalprocessesshouldnotgenerallybeaccesseduntil
informalprocesseshavebeenused
Thereisamultipleentryandcoordinatedintake
assessmentsystem
Thedisputeresolutionproceduresareorganisedin
alowtohighcostsequenceandbasedonarisk
assessmentprocess
Employees know
how to use the
process
Employeesknowhowandwheretocommunicate
theirproblem/s
Optionsforascertaininglegalrightsandaddressing
underlyinginterestsareavailable
Appealrightstootherorganisationsaremadeclear
Theoutcomesofdecisionsaremadecleartoemployees,
includingreasonsforthedecision–inwritingandorally
Clear roles and
responsibilities
are allocated and
communicated
Acentralcoordinatorexistsforconflictmanagementand
thispersonreportstoseniormanagement
Inlargerorganisations,thisisadedicatedpersonoroffice
Aseniorpersonintheorganisationhasoverarching
responsibilityforconflictmanagementwithdirectaccess
toexecutivemanagement
Conflict
management
systems, policies
and procedures
are consistent with
wider organisational
practice
Theyareconsistentwith:
• eachother
• policyandlegislation
• industrialprovisionsandagreements
• keytermsareusedconsistently
• Whichoftheseactivitiesshouldyourorganisationbedoingmoreof?
• Whatelsecanyourorganisationdowhenthingsgowrong?
Developing Conflict Resilient Workplaces:Guide 2626 Developing Conflict Resilient Workplaces:Guide
Developing Conflict Resilient Workplaces:Guide 27
Appendix A: Summary of key alternative dispute resolution methods Feedback
Offering observations or helping someone to reflect.
Coaching
Coachingapproachestomanagingconflict,particularlyasking‘what’and‘how’questions
(ratherthan‘why’questions)canhelpapersonunderstandasituationandinteractmore
effectivelywithcolleagues.Atrainedcoachhelpsapersontoreflectonasituation,toanalyse
interactions,andthentoidentifyandpracticealternativeresponses.Whenasimilarsituation
occurs,thepersonwillreactwithgreaterinsight.
Supervisory/performance coaching
Managerscoachstaffregularlyasacorepartoftheirjob.Thiscoachinghelpstoalignthe
workstaffaredoingwiththeworktheyshouldbedoing.Howamanagerprovidescoaching
feedbackcansignificantlyaffectstaffmotivation–bothpositivelyandnegatively.Coachingis
nowarecognisedprofession,withtrainingstandardsandaccreditationbodies.Acoachcan
helpapersontoarticulateaspirations,thenclarifyandachievegoals.Keytechniquesinclude
openquestioning,provocation,andassistingwithanalysis(ratherthanadvisingordirecting).
Mentoring
Manyorganisationsrunformalmentoringprograms.Thisallowsamoreexperiencedcolleague
toprovideadviceandserveasanexample.Mentorscanbeinternalorexternal.Aneffective
mentorcombinesskillsofcoachingandreflectiveconversation.
Conversation
People talking to reach shared understanding and (possibly) to commit to action.
Basicconversationalskillscanbestrengthenedwithprogramsthathelppeopletopractise
mindfullistening,questioning,andnarration.Strategicnegotiationtheorycanbewidelyapplied
inworkplacesandinvolvesnegotiatingasharedunderstandingandaplanofactiontomeet
eachparty’sneeds.
Developing Conflict Resilient Workplaces:Guide 2626 Developing Conflict Resilient Workplaces:Guide
Developing Conflict Resilient Workplaces:Guide 27
Mediation
A third party assisting the search for mutual understanding and optimal action.
Mediationhasbeenthealternativedisputeresolutionflagship–andtherearemanydifferent
mediationformats,distinguishedintermsofguidingprinciples,process,outcomesandtype
ofprogram.Forexample,adistinctionbetweenevaluativeandfacilitativemediationispartly
adistinctionbetweenprograms,partlyadistinctionbetweenprocesses,partlyadistinction
betweenoutcomes,andpartlyadistinctionbasedontheprincipleofself-determination.
Evaluative mediationfocusesontheparties’legalrights.Themediatorassesseswhatan
adjudicatormightdecideifthecasewerebroughttocourt,thenseekssomeresolution
consistentwiththeselegalstandards.
Facilitative mediationfocusesontheparties’interestsandoptionsandseekstoresolve
disputesbymeetingthoseinterests.Thefacilitativemediatorencouragesthedisputingparties
tocontrolmuchoftheprocessandtomakethekeydecisions.
Transformative mediationfocusesmoregenerallyonhelpingthepartiestounderstandeach
other’svaluesandintereststorepairrelationships.Accordingly,transformativemediationis
oftenusedfordisputesinvolvinginterpersonalconflicts.
Despitethesedifferences,mediationcanbeunderstoodasassistednegotiation.Itis(i)a
genericprocessinwhich(ii)athirdpartyassiststhepeopledirectlyinvolved(iii)tonegotiate
amutuallyacceptableoutcome.
Theprocessshouldnotbeaffectedsignificantlybythenatureofthemediator,orthenature
ofthehostprogram.Eachvariationonabasicformatisappropriateforcertainsituations.
Anyvariationsontheprocessshouldbedeterminedlargelybythenatureoftheparticular
caseandthespecificneedsoftheparticipants.
Mediationisunderstoodtoincreaseboth:
• efficiency(decreasescostsandreducesdelaysindecisionmaking)
• effectiveness(increasesasenseofproceduralfairness,asthoseaffectedbyagreements
havebeeninvolved,andpartieslookbeyondthenarrowissueoflegalrightstoconsider
theirbroaderinterests).
Developing Conflict Resilient Workplaces:Guide 2828 Developing Conflict Resilient Workplaces:Guide
Developing Conflict Resilient Workplaces:Guide 29
Conflict coaching
A ‘model’ process for helping people resolve their own conflicts through seeing the
other person’s perspective.
Conflictpresentsopportunitiesforpeopletostrengthentheirrelationshipswiththemselvesand
others.Resolvingtheissuesisonlyoneofthedesiredoutcomeswhenpeopleareindispute.
Transformationinbehaviourisachievedinpart,byincreasedselfawarenessandinsights.With
increasedselfawareness,wearemorelikelytodiscoverourchoicesandshiftourbehaviour.
Oneoftheelementsthatunderpinconflictcoachingisthatchangeinconflictbehaviourismore
likelytooccurwhenpeopleunderstandtheconceptofmutuality.Thisinvolvesconsidering
variouselementsoftheconflict,fromboth(orall)sides.Selfdeterminationisacrucialcomponent
ofcoaching.Conflictcoachingsupportseffectiveandproductiveworkingrelationships.Itisan
equallyusefulmodelforanyoneinanorganisationofferinginsightsintothedynamicsofteam
andworkplaceconflicts.
Facilitation
A third party helping a group to achieve a collective goal.
Workplace conferencing
Conferencingisaprocessthathelpsagroupofindividualstomanagetheirownrelationships
inthewakeofconflict.Theconflictmaybeassociatedwithasingleincidentorwithongoing
patternsofbehaviour.Thefacilitatorprovidestheprocesssothatagroupcanunderstandwhat
hashappened,howpeoplehavebeenaffected,andwhatmightbedonetoimprovethesituation.
Appreciative inquiry
Appreciativeinquiryisanapproachtoorganisationaldevelopment,adaptedfromworkdoneby
earliertheoristsandpractitionersofactionresearch.Itsguidingprincipleisthatorganisations
canchangeadaptivelybyfocusingonwhatworks.Colleaguesdeterminewhatgoalsneedto
beachieved,andfocusprimarilyonwaystoachievethesegoals,ratherthanfocusingprimarily
onproblemsthatneedsolving.
Other modes of facilitation
Thescienceandpracticeofeffectivegroupdecision-makingisgrowingrapidly.Promoters
emphasisethepublicgoodofinvolvement,collaborativedecision-making,citizenengagement,
advocacy,mediation,consensusbuildingandcommunitybuilding.
Developing Conflict Resilient Workplaces:Guide 2828 Developing Conflict Resilient Workplaces:Guide
Developing Conflict Resilient Workplaces:Guide 29
Appendix B: Other resources and further readingTheStateServicesAuthorityhasanumberofdocumentsrelevanttoculturalchangeworkand
conflictresolution.TheseareavailablefromtheSSAwebsiteat:www.ssa.vic.gov.au
Conflict Resilient Workplaces: a report for Victorian public sector
leaders (2010)Report
Fair and reasonable treatment and reasonable avenues of redress (2006) Guidelines
Managing poor performance in the workplace (2008) Guidelines
How positive is your work environment (2008) Toolkit
Ethics Resource Kit (2008) Toolkit
People Metrics resource (2010) Guide&dictionary
Talking Performance (2010) eLearningresource
WehopetheGuideisusefulandwewelcomeyourfeedback.
Commentscanbesentto:
Phone: (03)96511321
Fax: (03)96510747
Postal address:
3TreasuryPlace
MelbourneVIC3002
contact usattheStateServicesAuthorityEmail:[email protected]:(03)96511321Fax:(03)96510747
www.ssa.vic.gov.au
PostalAddress:3TreasuryPlaceMelbourne3002
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