strategies for workplace dispute resolution

Strategies for Workplace Dispute Resolution

Lisa Peckham CG Hylton & Associates Inc.

Sept. 16, 2010

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Introduction Lisa Peckham: Lisa@hylton.ca

◦Over 10 years experience◦Presented at other Infonex

ConferencesCG Hylton & Associates Inc.

◦EAP◦Group or Individual Benefits◦CustomCare◦Human Resource Consultants ◦First Nation Consultants ◦Insurance

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AgendaWhat is workplace conflict?

Types of conflicts

Why do we need to fix these issues?

Strategies Steps to resolve

What else can companies do?4

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Do you have any workplace issues we can try and solve for you in this session?

Why do Employees Fight? Any ideas?

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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

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Emotional ConflictHurt feelings resulting from:

◦Insults◦Gossip/rumours ◦Arguments ◦Favouritism ◦Misunderstandings ◦Sexism ◦Abuse of power

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Physical Conflict Physical conflict is caused by:

◦Harassment ◦Bullying◦Violence

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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

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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

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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?

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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)

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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.  

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Style 1: CompetitivePeople 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

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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

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Style 2: CollaborativeUseful 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

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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

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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

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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

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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.

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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

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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

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Is there a Bully Lurking About?

Negatives

◦ Deceitful (great liars)

◦ Overly critical of others

◦ Manipulative◦ Cheaters◦ Evasive

Positives

◦ Sweet ◦ Charming◦ Clever◦ Funny

How to recognize a bully

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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!

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You are not aloneIt 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

Types of Bullies

Two Headed Snake The Screaming Mimi

Types of Bullies

The Gatekeeper The Constant Critic

Kainai Family Services Workshop

The Statistics - BullyingMen & Women bullied/bully in equal

numbersWomen bullies target women 84% of

the timeMen bullies target women 69% of the

timeVast 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

What to doBully’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

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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

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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.

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What to doMake 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

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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

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The Bully

Do not

underestimate the

bully's capacity to

deceive!!37

The Action PlanTalk to your supervisor

Share your notes

Arrange a meeting with victim, bully and management or 3rd party mediator

SOLVE THE PROBLEM

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What`s the best strategy?

Each situation calls for a different approach

1. Assess the situation2. Strategize an appoarch 3. Pick the style or styles that

suit the situation 4. Review and evaluate

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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?

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2. Strategize an approach

Does the situation call for a specific approach?

◦Can mix couple of approaches together to get the best solution

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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!

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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!

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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

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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

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Is there a Bully Lurking About?

Negatives

◦ Deceitful (great liars)

◦ Overly critical of others

◦ Manipulative◦ Cheaters◦ Evasive

Positives

◦ Sweet ◦ Charming◦ Clever◦ Funny

How to recognize a bully

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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!

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You are not aloneIt 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

What to doBully’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

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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

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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.

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What to doMake 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

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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

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The Bully

Do not

underestimate the

bully's capacity to

deceive!!54

The Action PlanTalk to your supervisor

Share your notes

Arrange a meeting with victim, bully and management or 3rd party mediator

SOLVE THE PROBLEM

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Our offer to you

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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!

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Tel 403 264 5288chris@hylton.ca

Thank you for the opportunity to meet today!

Tel 403 264 5288lisa@hylton.ca

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