Thursday, 15 March 2012

Why Most Conflict Training is Missing the Point

Most organisations spend a lot of time and money doing mediations, investigations and tribunals related to dispute resolution. They also invest heavily in training HR and management to resolve conflict at an informal stage, but the fact is, once a conflict situation has reached the point where it needs to be addressed, some damage has already been done. 

Equipping staff with mediation and investigation skills to bring such situations to a close is certainly a step in the right direction, but is this really anything more than a sticking-plaster approach? 

Conflict training, if it is to genuinely achieve prevention of conflict in the first place – and by this we mean avoiding and dissolving tensions before they fester and escalate – it should incorporate more than strategies to deal with established conflict. Training which broadens employees understanding of human behaviour.

If people at work are able to understand the different types of ‘social style’ that exist in relation to their own, it gives them the power to know how and when they should adapt their behaviours to encourage healthy working relationships. This can only help mitigate the risk of any friction developing and building, leading to fewer complaints and grievances to deal with and ultimately a more collaborative culture with better teamwork, cooperation, harmony and respect. 

Surely this kind of training is the better investment?