Strategies for workplace dispute resolution
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The document outlines strategies for resolving workplace conflict, emphasizing the importance of addressing emotional and physical disputes to maintain a healthy work environment. Various conflict resolution styles are discussed, including competitive, collaborative, compromising, accommodating, and avoidance approaches. The document also highlights the prevalence of workplace bullying and provides actionable steps for both individuals and organizations to address and resolve bullying situations effectively.
Strategies for workplace dispute resolution
- 1. Strategies for Workplace Dispute Resolution Lisa Peckham CG Hylton & Associates Inc. Sept. 16, 2010 1
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- 3. Introduction Lisa Peckham: [email protected] ◦ Over 10 years experience ◦ Presented at other Infonex Conferences CG Hylton & Associates Inc. ◦ EAP ◦ Group or Individual Benefits ◦ CustomCare ◦ Human Resource Consultants ◦ First Nation Consultants ◦ Insurance 3
- 4. Agenda What is workplace conflict? Types of conflicts Why do we need to fix these issues? Strategies Steps to resolve What else can companies do? 4
- 5. Do you have any workplace issues we can try and solve for you in this session? 5
- 6. Why do Employees Fight? Any ideas? 6
- 7. What is Workplace Conflict? Any issues that arise between two or more people ◦ Ex. Between two co-workers, between a supervisor and a subordinate, etc. Conflicts are emotional or physical 7
- 8. Emotional Conflict Hurt feelings resulting from: ◦ Insults ◦ Gossip/rumours ◦ Arguments ◦ Favouritism ◦ Misunderstandings ◦ Sexism ◦ Abuse of power 8
- 9. Physical Conflict Physical conflict is caused by: ◦ Harassment ◦ Bullying ◦ Violence 9
- 10. Why is it important to fix these issues? Employers need to strive to make the workplace non-toxic A toxic environment creates: ◦ Higher absences ◦ Issues with retaining staff ◦ Uncooperative staff ◦ Lower productivity 10
- 11. Why is it important to fix these issues? Employees enjoy coming to work because they enjoy going to work A fun and happy place to work increases productivity! Higher productivity means better results 11
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- 13. Solutions for Workplace Conflict There are different types of conflict resolutions ◦ Competition ◦ Collaborative ◦ Compromising ◦ Accommodation ◦ Avoidance What is the best choice? What else can the company do? 13
- 14. Types of Conflict Resolutions Styles Thomas-Kilmann Conflict Mode Instrument (TKI) helps you to identify which style you tend towards when conflict arises (http://www.mindtools.com/pages/article/newLDR_81.htm) 14
- 15. Style 1: Competitive Useful in an emergency or decision needs to be make fast Can leave people feeling unsatisfied and resentful when used in less urgent situations. 15
- 16. Style 1: Competitive People who tend towards a competitive style take a firm stand, and know what they want They usually operate from a position of power ◦ Ex. position, rank, expertise or persuasive ability 16
- 17. Style 2: Collaborative A collaborative style tries to meet the needs of all people involved Highly assertive, they cooperate and acknowledge that everyone is important 17
- 18. Style 2: Collaborative Useful when: ◦ Need to bring together a variety of viewpoints to get the best solution ◦ There have been previous conflicts in the group ◦ The situation is too important for a simple trade-off 18
- 19. Style 3: Compromising Try to find a solution that will at least partially satisfy everyone Everyone is expected to give up something and the compromiser also expects to relinquish something 19
- 20. Style 3: Compromising Useful When ◦ The cost of conflict is higher than the cost of losing ground ◦ Equal strength opponents are at a standstill ◦ There is a deadline looming 20
- 21. Style 4: Accommodation A willingness to meet the needs of others at the expense of the person’s own needs Knows when to give in to others, but can be persuaded to surrender a position This person is not assertive but is highly cooperative 21
- 22. Style 4: Accommodation Appropriate when: ◦ Issues matter more to the other party ◦ Peace is more valuable than winning ◦ Wants to be in a position to collect on this “favour” he/she gave but people might not return the favour Overall this approach is unlikely to have the best outcomes. 22
- 23. Style 5: Avoidance Seek to evade the conflict entirely This style is delegating controversial decisions, accepting default decisions, and not wanting to hurt anyone’s feelings 23
- 24. Style 5: Avoidance It can be appropriate when victory is impossible, when the controversy is trivial, or when someone else is in a better position to solve the problem However, in many situations this is a weak and ineffective approach to take 24
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- 26. Is there a Bully Lurking About? How to recognize a bully Negatives Positives ◦ Deceitful (great liars) ◦ Sweet ◦ Overly critical of ◦ Charming others ◦ Clever ◦ Manipulative ◦ Funny ◦ Cheaters ◦ Evasive 26
- 27. The Bully Criticisms and allegations are a projection of the bully's own weaknesses, shortcomings, failings and incompetence; every criticism or allegation is an admission by the bully of their misdeeds and wrongdoing, something they have said or done - or failed to do. It has nothing to do with you! 27
- 28. You are not alone It is rumoured that one in eight people have been bullied at work Don’t feel guilt or shame, it’s the bully’s way of gaining control Bullies are generally incompetent workers and work hard to make others look bad to cover their inadequacies You have done nothing wrong! 28
- 29. Types of Bullies Two Headed Snake The Screaming Mimi
- 30. Types of Bullies The Gatekeeper The Constant Critic
- 31. The Statistics - Bullying Men & Women bullied/bully in equal numbers Women bullies target women 84% of the time Men bullies target women 69% of the time Vast majority of bullies are bosses (81%) Source: Campaign against workplace bullying 2000 (USA) New research from Griffith University estimates the cost to Australian employers is between $6 billion & $36 billion a year Source: HR Monthly February 2002 Kainai Family Services Workshop
- 32. What to do Bully’s are smart they won’t bully you when others are watching...so write everything down that is said or done. Do not keep this paper at work, it will be found by the bully. Watch for the pattern that will appear once you start journaling all incidents 32
- 33. What to do It's not each incident that counts, it's the number, regularity and especially the patterns that reveal bullying A bully can explain and/or charm away an incident but it’s harder to explain a pattern or series of events 33
- 34. What to do Keep copies of all letters, memos, emails, etc. Get and keep everything in writing otherwise the bully will deny everything later Carry a notepad and pen with you to record everything that the bully says and does. 34
- 35. What to do Make a note of every interaction with personnel, management, and anyone else connected with the bullying Expect to be accused of "misconduct" and "unprofessional behaviour" and a few other things when you do this The bully will be angry and try to discredit you 35
- 36. What to do The bully will be angry and try to discredit you Ask the bully to substantiate their criticisms and allegations in writing by providing substantive and quantifiable evidence 36
- 37. The Bully Do not underestimate the bully's capacity to deceive!! 37
- 38. The Action Plan Talk to your supervisor Share your notes Arrange a meeting with victim, bully and management or 3rd party mediator SOLVE THE PROBLEM 38
- 39. What`s the best strategy? Each situation calls for a different approach 1. Assess the situation 2. Strategize an appoarch 3. Pick the style or styles that suit the situation 4. Review and evaluate 39
- 40. 1. Assess the situation Find out what the root of the problem is How many people does it involve? Is it necessary for management to intervene and help? 40
- 41. 2. Strategize an approach Does the situation call for a specific approach? ◦ Can mix couple of approaches together to get the best solution 41
- 42. 3. Pick the strategy or strategies that suit the situation If necessary bring a supervisor, manager or 3rd party to play referee Follow the strategy and ensure that the problem can be resolved Listen to what the other person has to say! 42
- 43. 4. Review and evaluate Did the problem get resolved? There should be no fear of retaliation when confronting and trying to find a middle ground Be aware that you might need to change your attitude towards that other person as well! 43
- 44. What else can companies do? Have a zero tolerance policy! ◦ No violence, no verbal abuse, no threats, etc Managers and supervisors need to play mediators in order to help resolve issues 44
- 45. What else can companies do? Offer workshops that build team cooperation Offer an EAP (Employee Assistance Program) ◦ This program allows your employees to speak to a counsellor about any issues ◦ Can be used as requirement to keep positions if attitudes or issues affect their work and the people around them 45
- 46. Is there a Bully Lurking About? How to recognize a bully Negatives Positives ◦ Deceitful (great liars) ◦ Sweet ◦ Overly critical of ◦ Charming others ◦ Clever ◦ Manipulative ◦ Funny ◦ Cheaters ◦ Evasive 46
- 47. The Bully Criticisms and allegations are a projection of the bully's own weaknesses, shortcomings, failings and incompetence; every criticism or allegation is an admission by the bully of their misdeeds and wrongdoing, something they have said or done - or failed to do. It has nothing to do with you! 47
- 48. You are not alone It is rumoured that one in eight people have been bullied at work Don’t feel guilt or shame, it’s the bully’s way of gaining control Bullies are generally incompetent workers and work hard to make others look bad to cover their inadequacies You have done nothing wrong! 48
- 49. What to do Bully’s are smart they won’t bully you when others are watching...so write everything down that is said or done. Do not keep this paper at work, it will be found by the bully. Watch for the pattern that will appear once you start journaling all incidents 49
- 50. What to do It's not each incident that counts, it's the number, regularity and especially the patterns that reveal bullying A bully can explain and/or charm away an incident but it’s harder to explain a pattern or series of events 50
- 51. What to do Keep copies of all letters, memos, emails, etc. Get and keep everything in writing otherwise the bully will deny everything later Carry a notepad and pen with you to record everything that the bully says and does. 51
- 52. What to do Make a note of every interaction with personnel, management, and anyone else connected with the bullying Expect to be accused of "misconduct" and "unprofessional behaviour" and a few other things when you do this The bully will be angry and try to discredit you 52
- 53. What to do The bully will be angry and try to discredit you Ask the bully to substantiate their criticisms and allegations in writing by providing substantive and quantifiable evidence 53
- 54. The Bully Do not underestimate the bully's capacity to deceive!! 54
- 55. The Action Plan Talk to your supervisor Share your notes Arrange a meeting with victim, bully and management or 3rd party mediator SOLVE THE PROBLEM 55
- 56. Our offer to you Please call if you have any HR, or workplace issue that you are overwhelmed with We can help you We also are pleased to do Free Workshops for your organization (some limits apply) Let us know what your needs are and we will make it happen! 56
- 57. CG Hylton - Services HR Consulting Benefits, Pensions, Job Descriptions EAP Salary Grids Strategic Planning Wellness at Work Drug and Alcohol programs Staff Morale Dept re-orgs Training and Workshops Leadership compensation Tel 403 264 5288 [email protected] 57
- 58. Thank you for the opportunity to meet today! Tel 403 264 5288 [email protected] 58
Editor's Notes
- #30: Two headed snake variety, is the passive aggressive type who will lie about a whole bunch of things they will deny what they said, and then they will destroy the person’s reputation, they will make nice with them, love them and then knife them in the back lull them into safety then crush careersScreeming Mimi, person chooses to shame and humiliate in the workplace to try and control the emotional environment, in front of everyone.
- #31: The gatekeeper. This person tries to control the person by withholding resources people need to succeed. Deny people training, ask them to do work outside of their skill level. You can deny people a budget, for something that needs to be funded, Some of the worst tactics we have heard of are people are told to deny relationships with other people. You may not work with her, you may not talk with her. You may not collaborate with her.Constant critic type of bully is behind closed doors and what this person does is get that individual who is usually technically competent, usually a veteran worker, very accomplished and well known as the go to person in that organization, they erode the confidence in this person, they call this person incompetent, and this is the first time that this person has ever heard that they have only heard praise before and perhaps they are 20 25 years into their career But they have this young new supervisor who wants to push them around. Who lacks the talent and calls them incompetent and this can destroy the person. You can take a thoroughly competent person and render them useless
- #32: Just how big of a problem is it?We don’t keep national statistics on workplace bullying in this country. So when the Canada Safety Council wanted to know the numbers, went to the US Workplace Bullying Institute Way more common than we suspect, only National Study in 2007 33% are being bullied this year 24% in past, but not this year, 12% witnessed only, witnesses to this violence can be traumatized as well. It is disturbing to see your colleague being pummeled on a daily basis.