1 / 18

MANAGING CONFLICT AT WORK Barbara Capstick HR Consultant & Coach

MANAGING CONFLICT AT WORK Barbara Capstick HR Consultant & Coach. 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

Ava
Download Presentation

MANAGING CONFLICT AT WORK Barbara Capstick HR Consultant & Coach

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. MANAGING CONFLICT AT WORK Barbara Capstick HR Consultant & Coach

  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 • 25 years experience in business and people management • Specialist in workplace performance and relationship issues.

  3. Overview • This Briefing will cover: • The conflict life cycle; • The role of mediation, and • Proactive conflict management tools, techniques and training.

  4. Causes of Conflict at Work CIPD 2007 Managing Conflict at WorkSurvey - the most common causes of disputes at work: 1. General behaviour and conduct issues; 2. Conflicts over performance, sickness absence and attendance; and 3. Relationships between colleagues. Source: CIPD website

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

  6. 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 The Conflict Life Cycle

  7. Stage of Conflict 5.Working together for a solution Behaviour or signs Collaborating Consensus The Conflict Life Cycle

  8. 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.

  9. Tools and techniques to resolve conflict • Understand the main causes of conflict, and the conflict life cycle, and • Find ways to resolve the conflict. Mediation • What is it? • When should you use it? • What are the main benefits?

  10. Mediation – What is it? • It is a process based on the principle of collaborative problem solving; where an impartial 3rd 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.

  11. Mediation – when to use it • At any stage in the conflict life cycle, as long as formal procedures are put in abeyance, or • where mediation is a stage in the procedures themselves • Also, after a formal dispute to rebuild relationships.

  12. Mediation – when to use it Useful for a range of issues, including • Relationship breakdown • Personality clashes • Communication problems • Bullying and harassment.

  13. Mediation – when not to use it Examples of situations where it may not be appropriate to use mediation: • When the manager should exercise their responsibilities to sort it out; • If one or both parties are completely intransigent; • The parties do not have the power to settle the issue; • The individual wants an investigation; or • A decision about right or wrong is needed.

  14. Mediation – the main benefits • According to the 2008 CIPD survey report of 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%)

  15. 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

  16. Training & Development initiatives 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”

  17. Further information and resources • www.acas.org.uk – Code of Practice and Guidance. Also Helpline on 08457 474747. • www.berr.gov.uk – Detailed information on the new regulations and the transitional arrangements. • www.cipd.co.uk – Information on changes to discipline and grievance procedures. • www.capsticksaxton.com – Conflict management services, including diagnostics.

  18. About us – Capstick Saxton Associates We help our clients with conflict in a number of ways: • HR Consulting and advisory services • Coaching, including personality profiling (MBTI) • Workplace mediation; formal and informal • Independent investigation of grievances and conduct allegations. • Training (accredited for CPD), in leadership and management skills, including “Proactive Conflict Management”.

More Related