needs interests questioning problem-solving...2 Developing Conflict Resilient Workplaces: Guide Developing Conflict Resilient Workplaces: Guide 2Guide 3 1. Background In 2008 the State

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.



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.



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.



Integrated conflict management model

Medical/LegalReferral

FormalComplaint

ADRApproaches:

Coaching,Mediation,Facilitation

TriageIdentifyIssues

Noselfresolution?

Supportedself-resolution

Figure 1:



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.



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).



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.



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



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.



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



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.



Action steps: Stage B – Assess the current situation

Itisimportanttogainbroadconsensusabouttheneedforchange,aswellasthedirectionin

whichyouintendtohead.Thisisinadditiontoworkingfromthemandateofyourseniorleaders.

Informationaboutcurrentprocessesandtheireffectivenessagainstagreedobjectivesneeds

tobeconsidered.Thiswillstimulatediscussionaboutobjectivesandassumptionsthatmay

needtobefurtherexplored.Itshouldalsoformthebusinesscaseforchange.

Ideasforwritingabusinesscase(possiblyoneor2pagesonly)arebelow.Thisdocument

shoulddemonstratethatanorganisationwillsavemoneyandreduceriskifitspends

appropriatelyonbetterconflictmanagementsystems.



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?



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



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?



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



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.



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.



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?



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?



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.



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?



Do you prevent things from going wrong?

Checklist 3B: How conflict resilient is your workplace?



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?



Do you respond well when things go wrong?

Checklist 3C: How conflict resilient is your workplace?



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?



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.



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).



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.



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:

[email protected]

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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needs interests questioning problem-solving...2 Developing Conflict Resilient Workplaces: Guide Developing Conflict Resilient Workplaces: Guide 2Guide 3 1. Background In 2008 the State