We\u2019ve been reflecting on the changing pattern of some of the instructions we\u2019ve been receiving as we emerge into a new normal. It feels as though organisations and their people have been in survival mode, trying to focus on just getting through the pandemic. As we regain some of our freedoms, start returning to workplaces and thinking beyond the pandemic, it\u2019s becoming apparent that problems that have been suppressed are now bubbling up into really challenging workplace disputes.<\/p>\n
It\u2019s probably not a coincidence that the timing fits with ACAS publishing its report<\/a> on estimated costs of workplace conflict. The executive summary is worth a read, and the suggestion that the annual cost of conflict for UK employers works out at an average of just over \u00a31000 for each employee is worth pausing on. The management time involved can be an enormous strain on an organisation.<\/p>\n The executive summary in the ACAS report promotes \u201cconflict competence\u201d and early intervention, noting that reflecting on conflict is a real opportunity to create fairer and more inclusive workplaces. Employers are encouraged to invest in effective early resolution mechanisms, and place greater emphasis on repairing employment relationships. And it\u2019s worth noting that this works two ways \u2013 there needs to be early and effective resolution of performance and disciplinary concerns, as well as grievances, as a poorly managed disciplinary or capability process may itself lead to a grievance. Don\u2019t wait for the issue to get out of hand!<\/p>\n A new approach<\/strong><\/span><\/p>\n ACAS suggests that performance and disciplinary issues should be resolved in a way that focuses on learning and avoids blame – looking for better relationships right across an organisation. Do you consider your disciplinary process as a real opportunity to improve behaviour, rather than apportion blame? The very fact that that there are often findings of ‘guilt’ and that ‘warnings’ are given, means that the formal procedures inevitably often drive people further apart, rather than resolve issues.<\/p>\n In supporting our clients, we\u2019re always exploring how to resolve issues in a truly human way, still by using the organisation\u2019s standard procedures where appropriate, but approached in a much more collaborative way with the employee. This is a way of addressing and trying to resolve the issue \u2018with\u2019 the employee, rather than applying a process \u2018to\u2019 them, where they\u2019re simply on the receiving end. Is it always necessary to apportion blame? Perhaps there is a better resolution through each party understanding why an issue has arisen in the first place and why the other feels the way they do? We\u2019re familiar with the principles of NVC (Nonviolent Communication) and Restorative Practice, and have seen some really difficult issues resolved in a truly collaborative way.<\/p>\n \u2018trying to resolve the issue \u2018with\u2019 the employee, rather than applying a process \u2018to\u2019 them …. Is it always necessary to apportion blame?\u2019<\/em><\/p>\n Conflict is an essential ingredient of a creative forward thinking organisational culture. It can encourage open mindedness, innovation and business growth \u2013 it can be an amazing catalyst, and managed well can lead to greater employee engagement and motivation. If we\u2019re going to have greater diversity in our organisations, with the innovation and creativity that that brings, then we need to ensure we manage it well. If conflict can be addressed in a positive open way, with true connection achieved between individuals who disagree, there is real opportunity for some exciting developments.<\/p>\n It\u2019s important to ensure that any steps taken are legally compliant, but don\u2019t let the legal principles drive the way you think and feel about a situation – let your organisation\u2019s values and a naturally human approach lead the way, with compliance tucking in behind.<\/p>\n \u2018\u2026don\u2019t let the legal principles drive the way you think and feel about a situation – let your organisation\u2019s values and a naturally human approach lead the way \u2026\u2019<\/em><\/p>\n The best leaders will be able to hold the paradoxical views of their colleagues and unite them for a common purpose.<\/p>\n Don\u2019t overlook the importance of learning<\/strong><\/span><\/p>\n Once you\u2019ve addressed an issue, how often do you pause and consider what the learning might be? There are always learning points, some very easy to implement. As organisations begin to focus more on diversity and inclusion, are you learning what really goes on in your organisation? There will always be some very simple practical steps that might have made a significant difference to a dispute that got out of hand. Don\u2019t let the moment slip by as you plan for wider more significant changes in the organisation.<\/p>\n What\u2019s the future direction?<\/strong><\/span><\/p>\n In the midst of the significant challenges in the world right now, there is also some positive direction of change. It\u2019s widely reported that people are thinking more consciously as consumers. Businesses are needing to evolve to meet these expectations. It\u2019s now more mainstream for organisations to focus on the purpose, sustainability and ethics of their business, and the BCorp<\/a> movement is gaining momentum. Employees also have increased expectations about where they work and whether their employer and its culture are aligned to their personal values. This suggests an exciting time ahead for organisations that value the power that comes from passionate and motivated people caring about others and the planet.<\/p>\n All of that needs new skills. Re-thinking your organisation\u2019s approach to conflict is a great place to start.<\/p>\n","protected":false},"excerpt":{"rendered":" We\u2019ve been reflecting on the changing pattern of some of the instructions we\u2019ve been receiving as we emerge into a new normal. It feels as though organisations and their people have been in survival mode, trying to focus on just getting through the pandemic. As we regain some of our freedoms, start returning to workplaces … Continue reading Conflict in the workplace \u2013 taking a fresh approach<\/span><\/a><\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[1],"tags":[],"_links":{"self":[{"href":"https:\/\/ramsaypaterson.co.uk\/legal-comment\/wp-json\/wp\/v2\/posts\/2356"}],"collection":[{"href":"https:\/\/ramsaypaterson.co.uk\/legal-comment\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/ramsaypaterson.co.uk\/legal-comment\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/ramsaypaterson.co.uk\/legal-comment\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/ramsaypaterson.co.uk\/legal-comment\/wp-json\/wp\/v2\/comments?post=2356"}],"version-history":[{"count":11,"href":"https:\/\/ramsaypaterson.co.uk\/legal-comment\/wp-json\/wp\/v2\/posts\/2356\/revisions"}],"predecessor-version":[{"id":2369,"href":"https:\/\/ramsaypaterson.co.uk\/legal-comment\/wp-json\/wp\/v2\/posts\/2356\/revisions\/2369"}],"wp:attachment":[{"href":"https:\/\/ramsaypaterson.co.uk\/legal-comment\/wp-json\/wp\/v2\/media?parent=2356"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/ramsaypaterson.co.uk\/legal-comment\/wp-json\/wp\/v2\/categories?post=2356"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/ramsaypaterson.co.uk\/legal-comment\/wp-json\/wp\/v2\/tags?post=2356"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}