Managing the Cost of Workplace Conflict

1. Managing the Cost of Workplace Conflict Comcare National Conference October 2007

2. Learning Outcomes • Identify factors that contribute to the development and escalation of psychological injury and workplace conflict • Explore some key prevention and management strategies

3. Percentage of Workers Compensation Claims

4. Average Cost of Workers Compensation Claims

5. Average Time off Work

6. Work related psychological injuries • “Responses that may develop when people are subjected to demands and expectations that are out of keeping with their needs, abilities, skills and coping strategies”

7. ‘Work-related Psychological Injury’ • Psychological clinical conditions (depression, anxiety disorders, PTSD) that arise from, or are exacerbated by, work • Work is a reasonable contributing factor

8. Causes of Work-related Psychological Injury • Critical incidents or traumatic events (workplace violence, customer aggression, death of a colleague) • Work factors (excessive workloads, lack of resources, organisational culture) • Interpersonal issues (bullying and harassment, high unresolved conflict, poor communication)

9. Primary Psychological Injury Triggers • Critical incidents • Extended / unresolved interpersonal conflict • Discrimination, harassment and bullying • Work overload / career dissatisfaction issues • Organisational change

10. Primary Psychological Injury Triggers • Irregular and ineffective performance monitoring and management • Poor management skills • Ongoing physical health complaints

11. Psychological Injury Triggers • Organisational culture • Demands of the job • Support and the individual • Control • Relationships • Change

12. Non-work Factors leading to Psychological Distress • Pre-existing personality styles • High levels of vocational discontent • Health, family, financial issues • Psychological disorders

13. Management of Workplace Conflict = PREVENTION + EARLY IDENTIFICATION + INTERVENTION • Regular informal and formal monitoring of work environment including risk assessments • Early recognition of signs of workplace stress and root causes

14. Managers Responsibility • Vicarious liability • Common management responses include: - Ignoring the conflict - Making the situation worse by scapegoating or victimising - Taking sides - Hoping it will all “go away”

15. Management of Workplace Conflict • Prompt organisational responses/action in line with policies and procedures • Referrals offered to psychological support services promptly and routinely • Mechanisms, encouragement and support for all staff to raise or report significant issues (without fear of persecution, issue dismissal or blame response)

16. Management of Psychological Injury • Ongoing workforce education & development – generic and manager specific • Stress awareness and management training • Regular promotion of internal and external support mechanisms for staff experiencing distress – EAP, HR People Management Team, ManagerAssist programs • Career coaching and mentoring • Manage underperformance

17. Management of Workplace Conflict • Prevent and manage unacceptable workplace behaviour or conduct • Assist individuals and teams to manage conflict • Encourage self-management skills & strategies • Communicate effectively • Good change management practices