12 th Annual IUA HR Conference
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12th Annual IUA HR Conference
Conflict at Work – The Role of HR in creating a Conflict Positive Organisation.
Ray Flaherty
Who are HR?
Who are HR?
“They wait in the long grass to get you.”Head of an Investment Bank
“They are great for bringing you solutions to problems you don't have.” MD of a New Business Unit
“You could trust them when they were called Personnel” Comment made during panel discussion at ESRC Conference on Workplace Conflict in London Sept 2013
Conflict at Work
“Interpersonal conflict is a pervasive, inevitable and normal part of our lives. Academics and practitioners have contributed substantial research and literature to help us understand the causes of interpersonal conflict and its impact on us, those around us and in the organisations within which we work.
However, many of us do not grasp the dynamic of conflict or our role within it.
Cinnie Noble – “Conflict Management Coaching”
What is Conflict?
• “Any situation in which interdependent people have apparently incompatible interests, goals, principles or feelings” Craig E Runde and Tim A Flanagan (2007)
• “A condition between two interdependent people in which one or both feel angry with the other and perceives the other as being at fault” Daniel Dana (2005)
• “A perceived divergence of interest or a belief that the parties current aspirations cannot be achieved simultaneously” Jeffrey Rubin, Dean G Pruitt and Sung Hee Kim (1986)
What is Conflict?
• Simply the sound made by cracks in the system; regardless of whether the system is personal, relational, familial, organisational, social, economic or political.” Kenneth Cloke (2006)
• “When “tricky” people operate in your workplace or organisation !!” Ray Flaherty
Main Components of Conflict
1. At least one person perceives there is something amiss with the other person(s).
2. At least one person experiences negative emotions that prevail indefinitely about a specific interaction with another person(s)
3. Incompatibilities exist about how one person views another’s perspectives, actions, words or ways of communication
Creating a Conflict-Positive Culture
ConflictPositive
Value diversity and confront difference
Empower employees to feel confident, competent and
skillful
Take stock to reward
success and learn from mistakes
Seek mutual benefits and unite behind cooperative goals
Conflict Competency Culture
• Dealing with the issues
• Use of official procedures
• Participative and Proactive Approach
• Monitoring Individual/Team Relationship
• Acting as a Role Model
• Integrity
What Conflict Positive Organisations Do
• Have strong policies on conduct and behaviour in the workplace and communicate these.
• Develop clear operating procedures.
• Have clear role descriptions.
• Create good open communication systems – encourage feedback and learn from it.
• Provide training in conflict resolution skills for key line managers.
• Tackle conflict/disputes as soon as it/they arise
When Conflict Occurs!!
“Accept it as your responsibility to see that conflict is addressed by ensuring
a solution is found and/or a sustainable resolution is achieved!!!”
Suggested Approaches
• Don't Ignore it – it wont go away!!
• Deal with Conflict Early and Local.
• Listen to understand what’s going on.
• Seek an alternative to the traditional methods of resolving conflicts/disputes.
From “In” to “Non”
Consider changing the initial stage in your procedures
from:
“Informal” to “Non-formal”
Where to invest your resources
• Non-formalNon-formal
• FormalFormal
Some Good Advice
• First, explore and understand.
• Rummage around in the non-formal for a while.
• Don't be paralysed by fear of “it going legal” or of the “tricky people”.
• Be competent and confident in your ability, knowledge, skills and experience”
• If you’re not – seek help!!
Questions
Who We Are
• A leading top 10 firm of accountants and business advisors in Ireland
• 10 Partners
• Specialist led,
• Staff of approx. 100
• Offices in Dublin, Birr and Galway
• Baker Tilly Mooney Moore member firm in Belfast
Global Reach – Baker Tilly International
• Network: 8th Largest Globally
(US: 5th UK: 7th)
• Firms: 156
• Offices: 672
• Countries: 131
• Staff: 26,000
• Fee Income: US$3.3bn
The Team
Catherine CorcoranPartner
Gerry RooneyDirector
Ray FlahertyDirector
Ray McGeeSpecial Advisor
Pauric MarrayHR Consultant
Ronan MurrayHR Executive
Laura BartonHR Consultant
Ciara KeatingHR Consultant
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