The ‘root’ to resolving workplace conflict - an insight into our process

The root to resolving workplace conflict

Every first phone call we receive from a client organisation paints an individual problem scenario of workplace conflict. And while there are unique aspects to each situation, many will share common themes that help guide us along the appropriate route to resolution and closure for all stakeholders.

A return to work clouded in anxieties, interpersonal clashes within a whole team, an under performing manager - all of these could be perceived as being ripe for mediation. But conflict has roots, often buried beneath the surface, which can make an immediately obvious solution hard to spot.

Mapping the conflict picture

The key is to try and map the ‘conflict picture’, complete with roots and branches, to indicate which interventions will work most effectively and in which order. We also look at risks (such as imminence of a grievance being raised or a person leaving) and what is the end goal we want to reach. This isn't to say that all workplace conflict can be ‘solved’ in a scientific manner - we’re dealing with people here - but it certainly helps gain a handle on the situation.

For example, if there is a fallout within a group of employees, it is worth examining whether there is a line management issue underneath, or perhaps a hotspot between two individuals that is causing others to take sides. Informal one-to-ones with each member of the team can go a long way to making everyone’s concerns feel heard and to pinpoint the conflict anchor.

By taking things a level deeper, it may become obvious that conducting a group mediation ‘cold’ might not be the best approach; it could be better to mediate between two people at the centre, and/or provide some coaching or training for the manager to take ownership of their team’s respectful co-worker behaviour. When all the pieces are in place, in the right order, the situation can be brought to a close for everyone to move forward.

In this way, mediation becomes one of many tools available to employ at the appropriate time. Training, either before or after a conflict situation, is very effective in moving towards a culture where tensions are addressed early (and therefore do not require costly time and resource to handle), and where mediations and investigations are carried out by competent internal individuals.

We have over 20 years expertise in helping organisations with workplace mediation, investigations and training, using our network of UK wide specialists. If you have any conflict questions, or a current case or would like to speak to us about, we’d be happy to hear from you. Contact us at information@peopleresolutions.com 

New Year memo to self - boost employee health and wellbeing

Christmas is coming fast and with it that annual angel/demon where you are already forgiving yourself for indulging two sizes in the wrong direction with the promise that starting Jan 1st you really honestly will do something about your health.

Of course, businesses do this too. They get to the end of the year, worked and at the moment increasingly partied out, and in the back of their minds they take stock and make very real commitments to making 2012 different, to focusing on improving the health and wellbeing of the bottom line.

Question is, is there a link? Between commitments to improving the health of your business and your own personal vows? I don’t mean, would your business survive next year if you had to be winched out of your bedroom by a crane in January (although that might do it). When I mean health, I also mean psychological and physical health. I mean would the wellbeing of your business be measurably improved if the business and you the employee (whatever your role) made it an explicit targeted measurable goal to make the business more healthy by making everyone in it more healthy?

Put it this way. What if your business sent you this email on Jan 1st:

Dear Max, (my dog’s name as it happens, but go with it)

Hope you had a really great Christmas and welcome back. To get things going – and staying – on the right track for 2012, we’ve decided to do things differently.

Firstly, we’ve decided that it is our business to create a working environment and give you a job that makes you healthy. That it is our business to care about your health and wellbeing, physical and mental. Not just in terms of nutritional food in the canteen, or improved crèche facilities, or marketing ourselves as a great place to work: we mean in the proactive removal of anything and EVERYTHING in your job negatively affecting your health and wellbeing.

So to get the ball rolling, we want to hear some very different New Year’s Resolutions.

• What health targets and plans and facilities we could offer that would make a difference to you (and your families)
• What things (people, processes, ways of doing things around here) that are getting in the way of making your job make you happy (that we can happily change)

Tell us – be honest - and we’ll tell you what we’ll do about it. As adults. Working together. In 2012, we’ll do our part – putting money and board air time where our mouth is – to make you smile when you come to work, to know that the work that you are doing here is the best work of your lives. If you want to work with us to achieve this, were with you all the way. The health of our business depends on it.

from HR

This is a little cheesy of course, but you get my point. Certainly much better than welcome back, can we meet to discuss your workload, cos we’ve got a shedload to get through.

For more on this, check out the free Collaborative Wellbeing – A People Resolutions New Year Manual.

How many hours are you working today?

The standard working hours for office workers in the UK tend to be either 37.5-40 hours - effectively the 9-5 working week (with variations of course).  However a recent study by Aviva has shown that we might be working a considerable number of extra hours - and the majority of us don't get paid for it!

Aviva's "Health of the Workplace Report" 2011, has shown some worrying research regarding the health of the UK workforce, including the staggering fact that on average employees work 1.5 hours extra a day. Two in five
(42%) work up to three hours extra a day.  19% say their employer expects them to work harder for longer.

Whilst most people don't think anything of working extra hours and skipping lunch breaks the results of this trend can be substantial.  The Aviva research also shows that heavy workloads are causing employees to eat unhealthy snacks or skip meals altogether. Nearly 15% of employees believe their health is affected because they are eating unhealthily at work, with almost a third of employees say that they are unlikely to take a lunch break.

On the upside, they also looked at the top reasons why employees were happy in their workplace.  Friendly, supportive colleagues topped the bill at 53% with a good work-life balance coming a close second with 47%.

So are you taking your lunch break today?