MANAGING WORKPLACE CONFLICT. Barbara Capstick HR Consultant, Coach & Mediator

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1 MANAGING WORKPLACE CONFLICT Barbara Capstick HR Consultant, Coach & Mediator

2 Barbara Capstick, FCIPD Honours degree in Law Masters degree in HR Management Chartered Fellow of CIPD Myers Briggs (MBTI) Practitioner Meyler Campbell Business Coach Accredited by CEDR as a Workplace mediator Founder of Capstick Saxton Associates Limited 30 years experience in business and people management Specialist in workplace performance and relationship issues.

3 Overview This session will cover: 1. Causes of conflict; 2. The conflict life cycle; 3. The role of mediation, and 4. Proactive conflict management tools, techniques and training.

4 Causes of Conflict at Work CIPD - the most common causes of workplace disputes : 1. General behaviour and conduct issues; 2. Conflicts over performance, sickness absence and attendance; and 3. Relationships between colleagues. Source: CIPD website

5 The human brain 5

6 The Conflict Life Cycle Stage of Conflict 1. Beginning Behaviour or signs Incompatible goals Tension starts to be noticed 2. Early Growth Confrontation Polarisation of positions Seeking allies Source - Mediation: An Employer's Guide, ACAS

7 The Conflict Life Cycle Stage of Conflict 3. Deadlock 4. Looking for a way out Behaviour or signs Blame being apportioned Entrenched positions Communications cease between the parties Acceptance that the problem needs sorting out Source - Mediation: An Employer's Guide, ACAS

8 The Conflict Life Cycle Stage of Conflict Behaviour or signs 5.Working together for a solution Collaborating Consensus Source - Mediation: An Employer's Guide, ACAS

9 Mediation What is it? It is a process based on the principle of collaborative problem solving; where an impartial 3 rd party, helps 2 or more people in dispute to attempt to reach an agreement. Its focus is on the future and rebuilding relationships, rather than apportioning blame. It is informal, flexible, voluntary, morally binding but with no legal status, confidential and usually unrepresented. Source - Mediation: An Employer's Guide, ACAS

10 Mediation the main benefits According to a CIPD survey report on workplace mediation, 83% of respondents cited improved relationships between individuals as the main benefit in using mediation. Other benefits include: Reduced stress (71%) Improved retention (63%) Reduced grievances (57%) Reduced cost of tribunal claims (49%) Reduced sickness absence (33%)

11 Beware of Formal procedures! According to ACAS; formal procedures have an important role to play, but many disputes could be settled without the need to pursue a formal grievance or disciplinary procedure. Once a formal procedure is triggered, positions become more entrenched and behaviour more adversarial. It is then more difficult to move people to a mutually acceptable solution.

12 Other tools and techniques Facilitation to help a dialogue; Coaching to raise self awareness and devise strategies to deal with conflict; Personality profiling to help understanding of, and depersonalise differences Teambuilding activities to reduce tension and encourage bonding Training helping people to develop relationship skills

13 Training areas Proactive conflict management topics Courageous conversations Appropriate behaviour at Work Appraisal giving and getting feedback Coaching skills for managers Communication and rapport building Basic mediation toolkit

14 Resources Code of Practice and Guidance. Information on Discipline and Grievance procedures. Conflict management services, including diagnostics.

15 Recommendations 1. Train all your people in relationship skills and help them develop their Emotional Intelligence. That way they are likely to be better at managing relationships. 2. Don t let conflicts get too far be prepared to nip things in the bud. Early intervention can save time and money!! 3. Build mediation into your policies and procedures for handling grievances/complaints, so that this option is available to people. 4. Decide to tackle workplace conflict in a positive way by providing Learning & Development initiatives that help people to become more skilled at managing their relationships including the ability to be proactive about conflict management.

16 Case Studies Caro s story The Post Room saga High powered policy makers fall out