The cost, risk and stress
associated with unresolved conflict at work is well documented.
‘Conflict between
individuals in the workplace can cost an organisation dear. In 2011–12, there
were 186,300 employment tribunal claims (MOJ 2012). Over the
past decade there has
been a significant increase in employment rights legislation, providing additional
avenues for employees to seek recourse through formal channels. People are also
now more aware of their rights at work. This expanded legal framework means
that, if employers do not manage conflict effectively, the consequences can be
serious.[1]’
Negative conflict
narrative is abundant and persuasive. The following conflict snapshots are from
real life situations:
Levi doesn’t like
difficult conversations so he avoids monitoring Stanislav’s performance. When
‘Stan’s performance suddenly dips Levi sends a formal sounding email to set up
a review meeting. Stan responds by putting in a grievance for bullying and goes
off sick with stress.
Team Gold at the Crawley
Call Centre like a ‘bit of banter’ and often pepper one another with texts and
emails. They’re all OK with that including the manager as it ‘oils the wheels.’
Two new team members start and are welcomed by a jokey email in which the word
‘gay’ appears. One of them goes to the Team leader and is in a dilemma being
gay but not yet out in this organisation.
Sigmaplusplus computing
has 11 employees and is a family run business. The director and lead IT
specialist disagree aggressively about spending £3000 on external IT support
when ‘it was thought this could be handled in-house.’ An external mediator is
brought in and the two central parties agree to differ and move on. No-one else
is involved and the mediation is kept quite ‘secret’ and the atmosphere
continues to worsen. Production dips.’
Grimmingtonland Council
has a in-house mediation service and it gets 4 cases a year all of which have
been successfully mediated. They are happy with that after a £10,000 plus
spend.
Professor Bingaling from
Sinistre College is a well know flirt, maverick academic and very direct
manager. He has had 4 grievances taken out of him all without a proven outcome.
He brings in significant research funds and staff think he is untouchable.
All of these stories
could have positive conclusions. One of our aims with the ABC guide to Workplace Conflict Resolution is to show how to turn
these negative conflict situations around. Watch this space.
John Crawley
