will will parkesparkes€¦ · reassure, support, confirm commitment security expressiveexpressive...
TRANSCRIPT
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
PreventionPrevention
Performance management
1:1’s informal/formal
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
PreventionPrevention
Performance management
1:1’s informal/formal
Training
3333rdrdrdrd Party helps Party helps Party helps Party helps
PartiesPartiesPartiesParties
DecideDecideDecideDecide
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
PreventionPrevention
Performance management
1:1’s informal/formal
Training
3333rdrdrdrd Party helps Party helps Party helps Party helps
PartiesPartiesPartiesParties
DecideDecideDecideDecide
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
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
CONFLICT MANAGEMENT STRATEGIESCONFLICT MANAGEMENT STRATEGIESCONFLICT MANAGEMENT STRATEGIESCONFLICT MANAGEMENT STRATEGIES
• 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
CONFLICT MANAGEMENT STRATEGIESCONFLICT MANAGEMENT STRATEGIESCONFLICT MANAGEMENT STRATEGIESCONFLICT MANAGEMENT STRATEGIES
• 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
CONFLICT MANAGEMENT STRATEGIESCONFLICT MANAGEMENT STRATEGIESCONFLICT MANAGEMENT STRATEGIESCONFLICT MANAGEMENT STRATEGIES
• 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
CONFLICT MANAGEMENT STRATEGIESCONFLICT MANAGEMENT STRATEGIESCONFLICT MANAGEMENT STRATEGIESCONFLICT MANAGEMENT STRATEGIES
•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 2 Investigate the Issue
Step 3
Agree the Problem
Step 4
Evaluate the Solutions
Step 5 Negotiate a Resolution
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?
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 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
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 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 2 Investigate the Issue
Step 3
Agree the Problem
Step 4
Evaluate the Solutions
Step 5 Negotiate a Resolution
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
THE COLLABORATION RESOLUTION THE COLLABORATION RESOLUTION THE COLLABORATION RESOLUTION THE COLLABORATION RESOLUTION
PROCESSPROCESSPROCESSPROCESS
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
WHOWHOWHOWHO’’’’S WHOS WHOS WHOS WHO
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:
WHOWHOWHOWHO’’’’S WHOS WHOS WHOS WHO
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:
WHOWHOWHOWHO’’’’S WHOS WHOS WHOS WHO
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
SCENARIO 2: PUBLIC OUTBURSTSCENARIO 2: PUBLIC OUTBURSTSCENARIO 2: PUBLIC OUTBURSTSCENARIO 2: PUBLIC OUTBURST
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?
SCENARIO 2: PUBLIC OUTBURSTSCENARIO 2: PUBLIC OUTBURSTSCENARIO 2: PUBLIC OUTBURSTSCENARIO 2: PUBLIC OUTBURST
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?