Exchanging memories and meaning in the resolution process

After a weekend of 50^th anniversary’s (President Kennedy’s assassination and the first episode of Dr Who) I recall in detail my own experience of 22 November 1963. My mum and dad had gone out to the cinema and left me and my twin brother and my older sister to get ourselves to bed as they would be late.  My sister was 17 and was very organised getting me and my brother in our pyjamas good and early. When we saw the announcement about President Kennedys’ assassination on our grainy black and white TV we didn’t know what to say or do. Eventually we wrote a brief note for mum and dad ‘Kennedy Assassinated’ on a scrap of paper and got on with watching what I believe was a comedy tv programme – Harry Worth ( He did a weird reflection routine in a shop window in the titles). Laughing just seemed wrong. It seemed we had lost a relative not just a politician.

We went up to bed a little late and I was startled and apparently very tearful and dozey when mum and dad came in from the cinema and woke us all up when they saw the note. They had not yet heard the news! That could not happen today with mobiles and the internet!

This story reminds me how important exchanging memories and meaning are in resolution processes. Memories often do cluster around significant events but can remain dormant until the event is recalled. It is these memories that give the event meaning. For mediators it is all about exploring narrative and exchanging meaning. Mediators will encounter at least two different versions of the same events. They do not need to decide which is true but unlock each narrative and get the parties to exchange meaning. What has happened in the conflict scenario becomes less important as what it means grows in significance.

With shared / common events a listener can get distracted by internally comparing his / her version with the speaker. This is where clean sheet listening comes in handy with each party to mediation in separate party sessions - putting aside your own experience, suspending judgement and using open questions to build narrative and understand what is important to the speaker.

With the parties together you may need a prolonged period of structured sharing and open exploration of what each party believes has happened and what it means. Resist and challenge requests to validate one version above the other. Eventually people may need to agree to differ about what significance the events have. The mediator’s role here is to move beyond the past and create a new understanding between the parties which will create a new future without disrespecting the events of the past.

By the way, although the moment may have passed please let us know what you were doing on the 21 or 22 November 1965? Sharing memories is great.

  

John Crawley

The good, bad and the UGLY - Resolving E-conflict

Communication in humans covers an amazing range from affirmation to aggression. We use words, gestures and conversations to build people up and tear them down. Technologically assisted communication can also be deployed across the whole human spectrum. It provides a new, novel arena and platform for conflict.

People Resolution’s investigation, mediation and coaching casework contains growing evidence of E-conflict - miscommunication, inappropriate behaviour, bullying and harassment conducted via email, social media, phone, internet forums, texts. There is also the latent, smouldering conflict cased by a lack of certainty and disagreements about some behavioural conventions regarding the use of technology, devices and on-line communication – a lack of agreed E-tiquette - for example:

·         Managers have told us that they find it distracting and disrespectful if other participants monitor or even answer their phones / emails during a meeting

·         People are asking to record a conversation on their phone for ‘future reference’ and there is no policy / guidance for this

·         Some people broadcast / copy others into emails for no apparent reason or bombard others with emails at times of day well outside normal working hours

This is a difficult are as I mentioned in a recent white paper - Part 2 of the ABC Guide to Conflict Resolution – Resolution Architecture.

·         E-tiquette is not sufficiently well developed or universal to enable easy agreement about what is OK for some people and not others

·         Many online modes of communication are all about speed of delivery and reply and therefore meaning may get lost or confused in the speed

·         Generational/cultural differences may cause significant disagreements about what is appropriate and what is not.

I have not found a lot of effective practice in this area. Most conflict resolution and mediation training and provision do not even cover this area. People Resolutions is currently researching the extent and nature of E-Conflict and what organisations are doing to update their conflict resolution practice in this area. Could you let us know?

What is your experience of E-conflict – what types of situations and challenges have you come across?

What measures have you put in place to encourage user friendly and socially constructive use of technology assisted communication – do you have guidance on E-tiquette?

What specific measures have you adopted for effect E-conflict Resolution e.g?

•        Use of on-line mediation, facilitation

•        Effective collection of electronic evidence for formal investigations

•        Manager training on preventing and managing e-conflict.

I have started this as a discussion in a number of Linked-In groups, or you can comment on this blog or email to set up a conversation with me on john.crawley@peopleresolutions.com

Climate change on a very local basis

I have been working recently on the concept of moving from a conflict reactive to a conflict proactive Resolution Climate[1]. The picture above illustrates that concept from storms to sun.

I have been applying it at an organisational level, but realised that is has significance and impact at micro level. Done well mediation can change the conflict climate between two individuals.

A couple of months ago I walked into a small room in central London followed by two people who walked with hesitant steps, avoiding eye contact and greyed with the signs of worry. They had signed up for a joint mediation session after some weeks of being unsure. One agreed because ‘he could not stand not looking their manager in the eye anymore.’ The manager came along because she thought it was her last chance to get her point of view across.

I had met them each four weeks ago and the mediation planned for the same day was paused. Each was relieved to have spoken and been listened too but were doubtful of their ability to go to the next step, lacking confidence about their colleagues intentions. A cloud of disappointment hung over the manager and a storm of triggered frustration sat just below the member of staff’s edgy surface.

The parties were brave to eventually agree to meet one another in a joint mediationsession. For them the risk was worth it.

The manager was patronisingly phlegmatic early on which caused simmering resentment and initially I had to pause the parties a lot, acknowledge, clarify and defuse the tension. As me moved into sustained direct dialogue each started opening up about context – their own lives, the things they kissed about the work environment and the pressure in what used to be a ‘soft’ job. They also started to get where the other one was coming from. A lot of gesturing, shrugging and some spicy language but now accompanies by engaging, more open body language and less personalised tone.

I could feel it and so could they. Their differences were present but less significant. They had found a way through the no-eye-contact fog and their real feelings and needs were coming out.

Two and a half hours after we entered the room we emerged with an agreement on all issues pertaining to work duties and communication issues. They were more upright, less hesitant and continued to talk as they headed off along the corridor. The shadowy ghosts who had arrived had been re-inhabited by real people – animated, solid and more together than they had been for some time. Just imagine the climate change when they arrived back with their team!

John Crawley

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[1] See Resolution Climate – Part 4 ABC Guide to Workplace Conflict Resolution at http://www.peopleresolutions.com/resource/abc-guide-to-conflict

Conflict climate change and the global warming debate

Research purporting to confirm categorically that global warming is happening and is caused by humans has been released and fiercely debated in the UK on this warm Autumn weekend in 2013. To my inexpert eye the evidence is extremely persuasive and I would like my country to recognise that if we caused climate change then we have a responsibility to do something about it. I, like thousands of others, take a number of practical, ‘green’ measures – recycling, energy conservation, family carbon footprint reduction. I do not believe that this alone will have a global impact unless governments and commerce become more proactively and collaboratively focused on a solution. On a national and international scale the lack of political consensus around this debate has led to a rather reactive rather than pro-active approach.

This is mirrored to some degree when we look at workplace conflict climate. There is some evidence of ‘warming’ as the ER landscape has shifted away from collective to more individually based workplace disputes. Latent conflict (which simmers and causes stress, sickness and ultimately poor performance) also seems to have risen. The use of mediation on such situations has gone up by 14 per cent since 2008[1].

Successful mediation projects basically increase mediation capacity, then encourage individuals to make better resolution choices e.g. mediation before grievance where possible / appropriate. The indications are that this increases resolution rates and saves money, time and stress. Admirable, but just as with global warming individual acts will not achieve lasting change without some leadership and investment – is this enough. Many mediation services are fragile, underused and still battling against a reactive conflict avoidance or ‘battle it out’ culture. They only really wheel into action when a ‘case’ appears.

I am confident that there is more to come from mediation in many organisations. There are benefits in aspiring to a conflict climate change relevant to your organisation and people. I am currently exploring this area in Part 4 of the ABC Guide to Workplace Conflict Resolution – Resolution Climate[2].

I am taking an overview of:  

• What some of the features and benefits are of a conflict resolution climate
• How to identify and benchmark factors which enable existing or new mediation projects to achieve more lasting proactive changes towards a conflict resolution culture
• How different types of organisations may need more tailored / customised approaches in order to achieve conflict climate change.

I welcome and examples / case studies from anyone out there who has a project they believe contributes to conflict climate change in their organisation. Contact me at john.crawley@peopleresolutions.com.

John Crawley

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[1] ACAS Workplace Snippets Mediation can help more organisations improve their workplace culture Sept 2013

[2] See http://www.peopleresolutions.com/resource/abc-guide-to-conflict

The fragility of mediation

Last week I ran a workshop for some senior, capable HR people from UHR (University Human Resources). The theme was ‘How to make the most of mediation in your workplace.’ We had discussed some really creative ideas about managing resistant parties and managing difficult behaviour – reframing, proportionate conflict facilitation, staying in the impartial mediator role under pressure. As ever, though an underlying theme of pessimism and frustration seeped in as people recounted examples of parties ‘who were just going through the motions’ or ‘wanted revenge or an apology and nothing less’ or ‘didn’t think anything was to do with them so went into denial.’

Of course these situations can be difficult to mediate, and may end up with an incomplete, ineffective or no resolution. These doubts may even prevent the parties going beyond separate meetings. But why does this seem to undermine user confidence in mediation disproportionately? Paul Latreille described this as the ‘fragility’ of mediation:

‘Attitudes towards mediation are in many instances only as positive as the last experience.’

Yes a mediation that does not work out a planned is difficult, but why do we focus on the ‘failures’, the difficult moments and unresolved conflicts. Most of my mediations and those of several hundred colleagues result in success in over 75% of cases (monitored and based on party and client feedback) – issues resolved, communication restored, working relationship improved.

I hope I was positive at my workshop, acknowledging that difficult situations leave their mark and damage confidence, but also encouraging bold, honest and accurate reflection of the many positives that mediation produces. Let’s get the success stories out there. Build confidence by recruiting, training and developing mediators to a high standard.

John Crawley is running our market leading Workplace Mediator 5 day course in London on Public Programme on 13, 14 and 15 November and 20, 21^st November.

John Crawley

How to Disagree Well

Listening to the radio on the way into work the other day I heard ‘Thought for the Day’ in which The Revered Ruth Scott, an Anglican vicar in Richmond spoke about managing conflict on a highly emotive issue – Women Bishops - that comes with centuries of beliefs, history and values attached. Ruth mentions that ‘Many of our decision-making processes require us to take sides, to win arguments, to beat the opposition and to gain power by defeating ‘the other’. It doesn’t have to be that way.’

Ruth also outlines core skills that she used such as listening attentively, ‘holding in sight the humanity of the other’ and ‘respecting the right of the other to share their story.’ This piece recognised the need to look at processes and skills when attempting to resolve age-old differences. The fact that this proactive, dialogue based approach is being applied to such a difficult conflict is encouraging.

I have spent most of my working life helping people at work to ‘disagree well’ - a concept which is threaded through our new ABC Guide to Workplace Conflict Resolution.  This series of whitepapers is full of ideas and practical steps to take. The ultimate goal is to create an environment at work in which conflict is no longer viewed as something that spreads fear, confusion and closed thinking. ‘Resolution ready’ organisations resolve conflict in a positive way, so that disagreement becomes a fertile, engaging experience in which ideas flourish, performance is restored and trust rebuilt.

I wish the Revered Ruth Scott all the best in her facilitation endeavours. The full text  Ruth’s short talk are published below:

“Words, words, words, I’m so sick of words.” So sang Eliza Doolittle in My Fair Lady. She reminds us that while it may be good to talk, communication isn’t always all it’s cracked up to be. Over the weekend I was helping to facilitate conversations at General Synod between members whose views about Women Bishops are very different.  

One reason why communication goes pear-shaped and conflict occurs is because fear prevents us having difficult conversations in the way we need to have them – by listening attentively, respecting the right of the other to share their story, taking responsibility for the consequences of the different choices we have, and always holding in sight the humanity of the other. The conversations at Synod were painful because members heard how damaging earlier debates had been, not only to themselves, but to those they opposed.

Acknowledging shared pain and working to reframe the dialogue was emotionally costly, but by the end of the day the message coming back from the groups was how much more of these facilitated conversations they wanted. This wasn’t because they worked like magic enabling everybody suddenly to agree with everyone else, but they offered another way of addressing difference. Many of our decision-making processes require us to take sides, to win arguments, to beat the opposition and to gain power by defeating ‘the other’. It doesn’t have to be that way. I was profoundly moved by members in my group holding diametrically opposed views who, after expressing their pain and anger, went on to work together to try and find ways forward that took seriously the perspectives of all of them. While agreement may be desirable, Chris, it may be more important to learn how to disagree well.’ ©BBC Radio 2

Read Part one of the ABC Guide- 'Conflict is Normal: Are you Resolution Ready?'  or email us at info@peopleresolutions.com to be the first to receive the series. 

Unresolved Conflict Stops You Working

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

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[1] Mediation An Approach to Resolving Workplace Issues; ACAS CIPD paper Feb 2013

Reframing Resolution - The ABC Approach to Workplace Conflict Resolution (A taster ahead of next week’s launch)

The ABC approach is based around three new reflective metaphors designed to help you think about where you are, what works and what else you need to do to manage conflict at work successfully.  

·         Using Resolution Architecture™ - to design a resolution-ready workplace.

• Introducing or enhancing Resolution Building Blocks ™ to increase resolution capacity, introduce resolution efficiency measures and reduce the cost of conflict
• Changing the Resolution Climate™ - moving from conflict reactive behaviour and thinking to a conflict resolution culture

 Over the next few months we will be releasing some really useful guides using this approach.

Resolution Architecture ™

I’ve developed this term to encourage reflection on the processes, structures, systems, physical environment, social media that house, give context to and condition individual, team and collective workplace conflict resolution behaviours and thinking.

Like architecture in general, resolution architecture sometimes works and sometimes does not achieve its intended purpose. Resolution architecture is often an accident of occurrence rather than design. Over time fashions change and architecture is particularly prone to the influence of strong powerful people and of fashion. Resolution architecture is the same.

For example most grievance procedures give structure and context to conflict conversations but they were designed in a time of deep industrial unrest with significant mistrust between employer and employee. These processes need a new design, an architectural update.

Architecture is also about accommodating improvements in technology and it is important to reflect on how on-line and e-communication can both encourage conflict and assist in its resolution. I suggest you include that if you are redesigning up to date resolution architecture.

Resolution Building Blocks ™

These are the practical, substantive measures that can be introduced to create a resolution capacity where there is none, or improve existing capability. Without building blocks architecture becomes a fictional pursuit. They put the substance into the concepts and ideas. In tough times spending is tight but be reassured many resolution building blocks do not cost a fortune. Nor are they for big organisations only. A wide range of effective models and tips will be included in the Resolution Building Blocks section of the ABC Guide. For example the ‘Talk-it-Out’ resolution and mediation model; the RESPECT model of conflict coaching.

Resolution Climate™

Resolution Climate™ describes the more intangible aspects of atmosphere, culture, habit and circumstance that conditions how we feel and think about conflict at work. Unlike the weather Resolution Climate is susceptible to control. In Section Four of the guide we will be looking at what characteristics and values need to be developed to encourage a resolution culture. Initial research suggests that there are some organisational characteristics more conducive to mediation than others (1) such as how ‘democratic’ or ‘communitarian’ an organisation is.

You may already have in place some of the ingredients conducive to a Resolution Climate. We will be inviting you to share your experience of creating a conflict resolution climate. Many organisations across a range of sectors are starting to use mediation more and have some Resolution Architecture and Building Blocks in place. The Army and Barnardo’s; Citi Bank and the Greater London Authority; NHS Grampian and several private schools. At first glance these organisations could not be more different in terms of sector, values and purpose but they have all funded mediation.

One thing they share is the ability to substantiate the business case for mediation and raise resources. They also share some belief that win/win and not win/lose resolutions have a value for working communities.  The ability to engage stakeholders, and building resolution awareness and commitment is also a key ingredient these organisation share.

For more information start collecting the ‘ABC Guide to Workplace Conflict Resolution’ available exclusively from People Resolutions Ltd – released in four monthly guides by signing up at info@peopleresolutions.com

John Crawley

References

1)      Mediation: A critical analysis of the changing nature of dispute resolution in the workplace (BUIRA Conference June 28 2012) AJW Bennett

Mediation – transforming workplaces - Are you resolution ready?

As we’re about to launch our ABC guide to Workplace Conflict Resolution I wanted to expand the conventionally narrow definition of mediation as a ‘dispute resolution process facilitated by an impartial third party who assist the parties to resolve disputes in a safe, confidential, constructive setting.’

I see mediation as a life / work role that people need to step into when circumstances suggest it might be appropriate and when it is potentially useful to others. Like other life roles – manager, carer, parent, friend or partner – the mediation role involves the deployment of a group of identifiable behaviours such as impartiality, active listening, conflict facilitation and resolution techniques. These skills are hugely beneficial in the workplace for leaders and managers.

Mediation also involves using language in a neutral, non-judgemental way – for example saying to people what you need from them rather than what you think of them.

Resolving to get the best out of people

The mediation approach to conflict resolution is driven by a set of optimistic values[1]:

•       Conflict is OK and can lead to positive growth and change

•       Most people do not choose to be difficult or negative with others , but become so when their needs are not being met, or when their own needs clash with others

•       Win/win solutions are more satisfactory than win/lose

•       People at work have common interests but often fail to recognise them when in a conflict

•       People can balance their own needs with others and find mutually acceptable resolutions

•       People often do not think straight when they are in a stressful situation but are able to come up with workable solutions if their stress is reduced

•       Conflict resolution enables diverse communities to understand and work with one another to achieve their full potential

•       Once people who have different views and values start communicating constructively about their differences they will be more able to work together and trust one another.

Mediation turns an argument into a win/win discussion and agreement. Workplaces will benefit tremendously if mediation values, thinking and behaviour is put at the centre of people management strategies. See how you can do this in the soon to be published ABC Guide to Workplace Conflict resolution. Sign up to receive your copy here. 

John Crawley

[1] Argument to Agreement – Resolving Disputes through Mediation, Crawley J, published by JCMediation June 2012

When is a Mediation not a Mediation? When it’s ‘Conflict Coaching’

Recently we have handled a number of cases where a manager is ‘in dispute’ with a team, or vice versa and we have developed an interesting hybrid approach which offers much to mediation but also to coaching.

Mediation’s strength is its ability to encourage people to move towards common ground, rebuild communication and resolve issues. In these team versus manager situations there are often power issues (e.g. 5 team members v one manager) and blocking behaviours (e.g. lack of of self awareness and destructive, habitual negative management habits) which inhibit the success of mediation.

As many of our consultants have a wide range of assessment, coaching, facilitation and mediation skills they have been successfully creating a tailored process which involves three main ingredients:

o   ‘Conflict coaching’ with individuals (often the manager) where necessary to encourage behavioural change and build self-awareness

o   Mini-mediations to build resolution and rebuild trust

o   A team mediation to reset working relationships, reset future working and restore performance.

This approach is particularly useful we find when a manager or particular team member has had a series of difficult situations. All coaching services explicitly aim for supportive and appropriate behaviour change. Coaches don’t just listen, observe and encourage they must challenge too. Coaching is about improvement and change. ‘Conflict coaching’ utilises a number of tried and tested facilitation and ‘breakthrough’ techniques developed from our years of successful work with challenging situations at work. All our practitioners are committed to a non-blaming and constructive approach.

This hybrid of coaching and mediation is proving successful with a range of customers and can unstick some very blocked situations. We can, of course, also train people in conflict-coaching skills and watch out for some new training courses in this area.

Contact John Crawley for more information.

Coping with the new normal

Having just joined People Resolutions after 25 years running my own business I have been reminded how tricky it is to be joining a new group of people whose norms are unfamiliar and may be different from your own. I received an enthusiastic welcome full of curiosity and courtesy – so important for new joiners. I realised how useful my well-honed mediation skills were too, as I absorbed and reflected to make sure I got maximum information and suspended judgement to make sure I was building understanding of people, products and the new norms rather than assessing, accepting or rejecting. 

Download R.E.S.P.E.C.T

Humans like to judge – we cannot survive if we do not. We also overdo it somewhat, branding and labelling people, assessing their performance and worth based on assumptions or selective evidence. Suspending judgement is difficult. Impartiality is also a tough quality to enact. I soon discovered impartiality is one of the key qualities that runs through People Resolutions and links it with Responsible Trade Worldwide and Human Potential Accounting. I aim to ensure that we demonstrate active impartiality in all that we do whether in an investigation, mediation, facilitation or learning and development role.

I’m bringing some new tools, ideas and processes and some well proven solutions to the business and by way of a sampler take a look at our R.E.S.P.E.C.T model.  

As the world of work becomes ever more diverse and globally connected communicators will have to put their own norms to one side, build empathy and solve problems from a place of common ground. My main driver is to make ‘resolution’ the new normal. If you disagree with a colleague and cannot understand where they are coming from – talk it out don’t fight it out. If you have a difficult audit or evaluation conversation coming up make sure you that you frame it in a non-judgemental way, hear from as many perspectives as possible and create a problem-solving rather than a blaming atmosphere.

People Resolutions welcomes mediation pioneer John Crawley as General Manager

We are delighted to announce that John Crawley, prominent workplace mediator and conflict resolution thought leader, has recently joined the People Resolutions team.

John’s role as General Manager, alongside Directors Robert Purse and founder of People Resolutions, Linda Hoskinson, represents a powerful joining of forces. Against the backdrop of our growing case and account management and marketing teams, we look forward to passing on the advantages of additional experience and resource directly to our stakeholders and customers.

Over the past 25 years, John has played an outstanding role in the establishment of workplace mediation as an occupational discipline in the UK. He was also responsible for designing and delivering the first in-house mediation service and has published his expert knowledge in a definitive guide for managers.

Having trained more than 5,000 certified mediators, John is a competent practitioner himself, one who understands the mindsets and needs of both the mediation community and those of our customer organisations. His hands-on experience is balanced with a strategic outlook in all areas of conflict management; for example, he is currently advising the CFA on the new management and leadership national occupational standards and he recently contributed to the drafting and establishment of quality standards for workplace mediation.

We couldn't be more excited or proud to be working together with John Crawley in furthering conflict prevention and resolution in the UK. Rooted in the same philosophy of providing customers with sustainable value, John will no doubt settle in seamlessly.

Over the coming weeks and months, John will be sharing his valued expertise, so you may wish to follow us on Twitter to be kept abreast of news and updates. 

The Vicious Cycle of Labour Turnover

The average cost of recruiting an employee in the UK is around £5,300, but this figure in itself is not particularly helpful. The actual cost can be as low as £1,500, but for a middle, or senior manager, it can easily cost well in excess of £8,000.

High rates of labour turnover are clearly expensive in terms of the actual costs of recruitment, but there are other – very significant - issues that need to be considered:

·      Lost production,

·      Increased production costs, for example the use of overtime to cover staff shortages

·      Increased costs of training replacement employees,

·      Loss of know-how and customer goodwill,

·      Potential loss of sales (e.g. if there is high turnover amongst the sales force), and;

·      Damage that may be done to morale and productivity, which is an intangible but potentially significant cost.

Combined with the costs of recruitment, all of these can have a major impact on the ability of your organisation to succeed in a highly competitive market.

One of the key areas of labour turnover can often be poor morale and low levels of motivation within your workforce. Unhappy employees often leads to conflict situations within your organisation and this can also be a very expensive issue to resolve.

The labour turnover cycle can often go round and round in a vicious circle of conflict situations, poor morale levels and ultimately increased turnover of staff and huge costs of replacing your team member.

There are a couple of simple remedies we suggest to avoid this scenario and help break the cycle of labour turnover:

Mediation

A great solution to workplace conflict - mediation is an informal dispute resolution process, facilitated by a third party trained mediator, aimed at bringing two or more parties together to clear up a misunderstanding, explore concerns, and help reach an amicable resolution. Many employees can be unhappy about jealousy over a promotion, have incompatible working styles or personalities or even opposing targets. Mediation can be a cost effective solution to resolving an employee’s issues, and potentially losing them.

Coaching

Coaching is a targeted, individual-focused solution which helps with organisational performance or development as well help towards personal objectives and can help with issues from leadership team development, performance, interpersonal skills and much more. Coaching can really help enhance working relationships and tackle behavioural and performance issues. It also optimises costs, due to the one-to-one arrangement and personalised format.

Training

If you need any help or advice on learning how to resolve your labour turnover issues, speak to us about our range of courses that are aimed at really nipping conflict in the bud and ultimately retaining your team. All our training is action-oriented and tailored to the organisation - by creating relevant case studies and activities, the delegates are better able to absorb and retain the learning material in the longer term. We can also provide pre and post course options to inform the training design and support delegates in translating the newly learned material back into their daily working lives.

Successful mediations start with the right HR mindset. When was the last time you checked yours?

When conflict boils over in the workplace, it is tempting to quickly bring the parties together and point them towards a resolution. You can see how they need to work it out, ‘It is just a matter of telling them, right?’

No, not really. A more sensitive approach, based on our current knowledge of interpersonal relationships, usually gets better results which are more relevant to the individuals, and longer lasting.

Time and again, we come across well-meaning, but perhaps ill-advised, colleagues confusing informal HR meetings with mediation in its most valuable and effective form.
 Perhaps it is time for HR professionals and line managers to gain a better understanding of what mediation is, what it can do, when it should be used, and whom is best placed to mediate competently and without bias. After all, the way mediation is introduced into your organisation will shape the way it is embraced and embedded in your culture.

Once the relevant line or HR manager has learned of a conflict situation at work, they will probably want to sit down with each party to gain a fuller picture of the situation. There is much to be gained from these conversations, and one possible outcome may be to propose a mediation.

Problems occur when the meeting turns into the beginnings of a mediation of sorts, before the parties have been duly prepared and have an understanding of what is involved. There is also a risk that, in this context, there is a lack of complete impartiality and that professional mediation practice models are not being followed. This poses a significant risk to the credibility of the process and the way the parties are being supported.

Here are some of what we believe to be the core objectives of an initial needs assessment:

- Gain overview of concerns

- Establish the history of the issue/s to date and the people involved

- Understand what the parties are looking to achieve 
All of the above can, with the consent of the parties, feed usefully into a mediator's background knowledge of the situation, if indeed mediation is the most appropriate next step. 

People Resolutions provides independent conflict resolution services, including workplace investigations and mediation. If you’d like to talk through any situation, please don’t hesitate to give us a call on 01908 488 828, at no obligation.