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MANAGING CONFLICT AT WORK Barbara Capstick HR Consultant & Coach. Barbara Capstick, FCIPD. Honours degree in Law Masters degree in HR Management Chartered Fellow of CIPD Myers Briggs (MBTI) Practitioner Meyler Campbell Business Coach Accredited by CEDR as a Workplace mediator

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managing conflict at work barbara capstick hr consultant coach
MANAGING CONFLICT AT WORK

Barbara Capstick

HR Consultant & Coach

barbara capstick fcipd
Barbara Capstick, FCIPD
  • Honours degree in Law
  • Masters degree in HR Management
  • Chartered Fellow of CIPD
  • Myers Briggs (MBTI) Practitioner
  • Meyler Campbell Business Coach
  • Accredited by CEDR as a Workplace mediator
  • Founder of Capstick Saxton Associates Limited
  • 25 years experience in business and people management
  • Specialist in workplace performance and relationship issues.
overview
Overview
  • This Briefing will cover:
  • The conflict life cycle;
  • The role of mediation, and
  • Proactive conflict management tools, techniques and training.
causes of conflict at work
Causes of Conflict at Work

CIPD 2007 Managing Conflict at WorkSurvey - the most common causes of disputes at work:

1. General behaviour and conduct issues;

2. Conflicts over performance, sickness absence and attendance; and

3. Relationships between colleagues.

Source: CIPD website

the conflict life cycle
Stage of Conflict

1. Beginning

2. Early Growth

Behaviour or signs

Incompatible goals

Tension starts to be noticed

Confrontation

Polarisation of positions

Seeking allies

The Conflict Life Cycle

Source - Mediation: An Employer's Guide, ACAS

the conflict life cycle1
Stage of Conflict

3. Deadlock

4. Looking for a way out

Behaviour or signs

Blame being apportioned

Entrenched positions

Communications cease between the parties

Acceptance that the problem needs sorting out

The Conflict Life Cycle
the conflict life cycle2
Stage of Conflict

5.Working together for a solution

Behaviour or signs

Collaborating

Consensus

The Conflict Life Cycle
beware of formal procedures
Beware of Formal procedures!
  • According to ACAS; formal procedures have an important role to play, but many disputes could be settled without the need to pursue a formal grievance or disciplinary procedure.
  • Once a formal procedure is triggered, positions become more entrenched and behaviour more adversarial. It is then more difficult to move people to a mutually acceptable solution.
tools and techniques to resolve conflict
Tools and techniques to resolve conflict
  • Understand the main causes of conflict, and the conflict life cycle, and
  • Find ways to resolve the conflict.

Mediation

  • What is it?
  • When should you use it?
  • What are the main benefits?
mediation what is it
Mediation – What is it?
  • It is a process based on the principle of collaborative problem solving; where an impartial 3rd party, helps 2 or more people in dispute to attempt to reach an agreement.
  • Its’ focus is on the future and rebuilding relationships, rather than apportioning blame.
  • It is informal, flexible, voluntary, morally binding but with no legal status, confidential and usually unrepresented.
mediation when to use it
Mediation – when to use it
  • At any stage in the conflict life cycle, as long as formal procedures are put in abeyance, or
  • where mediation is a stage in the procedures themselves
  • Also, after a formal dispute to rebuild relationships.
mediation when to use it1
Mediation – when to use it

Useful for a range of issues, including

  • Relationship breakdown
  • Personality clashes
  • Communication problems
  • Bullying and harassment.
mediation when not to use it
Mediation – when not to use it

Examples of situations where it may not be appropriate to use mediation:

  • When the manager should exercise their responsibilities to sort it out;
  • If one or both parties are completely intransigent;
  • The parties do not have the power to settle the issue;
  • The individual wants an investigation; or
  • A decision about right or wrong is needed.
mediation the main benefits
Mediation – the main benefits
  • According to the 2008 CIPD survey report of workplace mediation, 83% of respondents cited improved relationships between individuals as the main benefit in using mediation. Other benefits include:
  • Reduced stress (71%)
  • Improved retention (63%)
  • Reduced grievances (57%)
  • Reduced cost of tribunal claims (49%)
  • Reduced sickness absence (33%)
other tools and techniques
Other tools and techniques
  • Facilitation – to help a dialogue;
  • Coaching – to raise self awareness and devise strategies to deal with conflict;
  • Personality profiling – to help understanding of, and depersonalise differences
  • Teambuilding – activities to reduce tension and encourage bonding
training development initiatives
Training & Development initiatives

Proactive conflict management topics–

  • “Courageous conversations”
  • “Appropriate behaviour at Work”
  • “Appraisal – giving and getting feedback”
  • “Coaching skills for managers”
  • “Communication and rapport building”
  • “Basic mediation toolkit”
further information and resources
Further information and resources
  • www.acas.org.uk – Code of Practice and Guidance. Also Helpline on 08457 474747.
  • www.berr.gov.uk – Detailed information on the new regulations and the transitional arrangements.
  • www.cipd.co.uk – Information on changes to discipline and grievance procedures.
  • www.capsticksaxton.com – Conflict management services, including diagnostics.
about us capstick saxton associates
About us – Capstick Saxton Associates

We help our clients with conflict in a number of ways:

  • HR Consulting and advisory services
  • Coaching, including personality profiling (MBTI)
  • Workplace mediation; formal and informal
  • Independent investigation of grievances and conduct allegations.
  • Training (accredited for CPD), in leadership and management skills, including “Proactive Conflict Management”.