An Integrated Conflict Management System in CORRECTIONS? Kay Pranis Sue Stacey ACR Conference 2013
Nov 14, 2014
An Integrated Conflict Management System in CORRECTIONS?Kay Pranis Sue StaceyACR Conference 2013
Trainers
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Kay PranisInternational trainerFacilitatorAuthorFormer MN DOC Restorative Justice Planner
Sue StaceyICMS Coordinator at MN DOCTrainer Mediator RJ practitioner
Learning Objectives When you’re done with this session, you
will Understand vision, goals and history of MN
DOC’s Integrated Conflict Management System
Know ICMS’s scope of services, trainings, policy alignment, infrastructure, and assessment
Be familiar with some results experienced with DOC culture changing to its New Normal
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Overview - Minnesota Department of Corrections:acknowledges conflict is normalhas dispute resolution services unique in
correctionsis increasing staff ‘conflict competency’ with
trainings in conflict management skills is measuring culture change progress with
staff surveys has aligned policies with vision: DOC culture
changing to talking things out as the New Normal
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Demo - talking circle process
Talking circle process
Helps to manage discussion
Creates space for contributions of quiet people
Spreads responsibility to all participants
Promotes better listening
Encourages the use of silence
Reinforces the principle of equality
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Guidelines for circle Pass talking piece in one direction only Speak only when you have the piece No interruptions Speak respectfully Speak honestly/from the heart Listen when others are speaking Speak on the topic and as briefly as possible to
make your point
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Introductions
Who are you?What are you looking for in this
workshop?
Show of hands Training in mediation? Training in restorative justice principles
and/or practices? Experience as a participant in
mediation? Experience as a participant in a
restorative justice practice?
Workplace Relationships Workplace relationships exist so
individuals can share information, make decisions, and get own jobs done
Fostering healthy workplace relationships enhances employee satisfaction and commitment to their jobs, decreases turnover, and reduces leave abuse, grievances and litigation
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Imagine …
You’re having some trouble with one of the people you work with and:
You have stopped talking to each other You’re avoiding each other completely And you’re both talking with coworker friends
about how wrong the other person is and how offended you are by their actions
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What are the possible effects of that dispute?
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Now imagine your workplace is a prison and you are a correctional officer…
What effects of the dispute might be the same as in an office setting?
What effects of the dispute might be different?
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Minnesota Department of Corrections
encourages voluntary, consensual resolution of workplace disputes: to the maximum extent practical and
appropriate at the earliest stage feasible by the fastest and least expensive method
possible at the lowest possible organizational level
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MN DOC’s ICMS
works to create a more positive workplace by giving staff, volunteers and contractors:
The power to use effective and efficient conflict response services (“CRI”)
Enhanced conflict resolution skills through training
Notice that DOC expects all will deal constructively with conflict
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Integrated Conflict Management System providesConflict response services by trained staff
facilitators: Conflict coaching Facilitation Workplace conferences Circles
Training courses to develop staff conflict resolution skills
Research measuring DOC culture change: staff survey
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ICMS is based on
Transformative mediation and restorative justice principles and practices – such as:
All people deserve respect Those most affected are best able to craft
the solution Any group of people, given some tools, can
‘clean up their own messes’ Repairing harm and relationships =
important
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How did it all begin?
Restorative Justice
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Restorative Justice
Who has been harmed?What are their needs?Who’s obligated to meet those needs to
make things right?
MN DOC’s Restorative Justice Initiative formally began in February, 1994 when Kay Pranis was hired
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ICMS History: MCF Willow River/ Moose Lake - Fall, 2001
MCF-WR/ML researched incorporating RJ concepts into offender re-entry
Realized staff needed to 1st address unresolved staff conflict
That became their focus
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Conclusions at Willow River/ Moose Lake: people needed
to understand and model restorative principles with each other
to recognize the impact of unresolved conflicts and unhealthy staff relationships on prison operations
another option for resolving workplace conflicts
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Conclusions at Willow River/ Moose Lake
Traditional methods – confidential reports, grievances & investigations - did not meet people’s needs
Wanted to create a process that let people in conflict find common ground and build relationships, rather than focusing on blame
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Willow River/Moose Lake created Conflict Response Initiative (CRI)
Research and work with Kay Pranis (DOC) and Prof. Maria Cuzzo (UW-Superior)
CRI was created based on transformative and restorative models
CRI processes = face to face resolutions Since then it has grown to become an
Integrated Conflict Management System And spread throughout the entire agency
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1st training of Willow River/ Moose Lake staff as CRI facilitators
Trained as circle keepers (facilitators)
Kay’s epiphany
ICMS’s CRI services Offered by ICMS and used by staff, volunteers,
and contractors Staff are trained as “facilitators” They assist individuals to clear the air and
craft a mutually satisfactory resolution
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ICMS’s Conflict Response Initiative (CRI) services
Conflict coaching
Face to face processes Facilitation (mediation) Workplace conference Circle
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ICMS’s CRI services Voluntary participation Confidential Facilitators ≠ deciders Unique for letting people decide how to
resolve their disputes Not available during an investigation or
grievance, but available afterwards Do not prevent employees from using
other, formal options (complaint, grievance, etc.)
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The Dirty Mops CRI and what it taught us
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DOC policies support people talking things throughPolicy 103.229 Integrated Conflict
Management SystemPolicy 103.300 Anti-Discrimination and Sexual
HarassmentPolicy 103.228 General Harassment – Purpose:
To provide a work environment free from general harassment and to encourage employee participation in mediation processes to resolve conflicts.
(Emphasis added)
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DOC policies support people talking things through Policy 103.220 Personal Conduct of Employees -
(F.) 1. Employees must develop and demonstrate conflict competency skills, including: recognizing, understanding and acknowledging conflict; respecting the point of view of others; bringing conflict to the attention of the appropriate individual and working to resolve conflict when directly involved, in order to manage and respond to conflicts and disagreements in a positive and constructive manner to minimize negative impact, in keeping with the Integrated Conflict Management System Policy 103.229.
(Emphasis added)
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ICMS provides staff trainings Basic course required for all staff for 6
years Supervisors and managers have specific
required courses All staff - optional courses to develop
conflict resolution skills Trainings for work units about conflict
management Year: 9,000 – 11,000 training participant
hours completed by 4,400 staff
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Voices from inside: Officer Martin Heumann and Lieutenant Laurel Dinneen, staff who facilitate ICMS’s CRI processes
Critical elements that have made it possible for ICMS’s start and growth
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Staff desperation Leadership: staff with LONG
term commitment, and warden Line staff initiative for line staff “On top of everything” work by
staff Values-based Policy alignment Adding supervisors’ tool Training for all staff: required
and optional, online and classroom
Challenges Measuring impact –
especially the more it becomes the New Norm
Long-term resistors Ups and downs Each site has a distinct
culture Corrections culture
suppresses “needs” acknowledgement
Persistence is required!
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The New Normal Hiring practices include conflict
management questions Conflict management skills, ICMS
training and involvement = preferred qualification for promotion to lieutenant and above
Personal Conduct of Employees conflict competency responsibility to be reflected in all staff performance reviews
Staff at 3 facilities know Self Mediation # of CRI’s ↓ and conflict coachings ↑
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Workplace Conference
A group conflict resolution process with ordered speech where participants focus on specific incident(s) and formulate an action plan to resolve the
situation and prevent future conflict
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Workplace ConferenceDemo
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Co-Facilitator
Staff
Co-Facilitator
Staff
Staff
Staff
A workplace conflict: practical jokes and
exclusion
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Guidelines for circle discussion Pass talking piece in one direction only Speak only when you have the piece No interruptions Speak respectfully Speak honestly/from the heart Listen when others are speaking Speak on the topic and as briefly as possible to
make your point
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Talking Circle
Separate Rounds:
1. Comments about the information presented?
2. How was using circle process for you?
Other questions?
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THANKS for your
participation!