RESOLVING CONFLICT IN THE WORKPLACE Wendy Keats Centre for Conflict Resolution Studies, UPEI.

RESOLVING CONFLICT IN

THE WORKPLACE

Wendy KeatsCentre for Conflict Resolution Studies, UPEI

“Unresolved conflict represents the largest reducible cost in many businesses, yet it remains largely unrecognized.”

Measuring the Financial Cost of Organizational Conflict, Dana, D.

Workplace conflict is on the rise

A study of 136,000 Canadian workers revealed the number of employees seeking help for work-related conflict increased from 23% in 1999 to nearly 30% in 2001

Reports of workplace violence almost doubled and harassment almost tripled during this same period

Workplace stress is also becoming more acute, increasing from 36% in 1999 to more than 54% in 2001

WarrenShepel, Work-Related Stress: An EAP Perspective, 2002

Costs of Workplace ConflictAbsenteeism, sick leavePresenteeismGrievances, litigation Employee turnover Theft, sabotage Injury, accidents, disability claims Lost productivity Increased client/customer complaints

ABSENTEEISM

In a Health Canada study of 50,000 employees, it was found that “the greater the number of sources of stress at work, the greater the likelihood of reporting more than 10 days sick leave”.

Bullied employees take, on average, seven days per year more sick leave than others.

The estimated cost of absenteeism due to workplace stress is $1.7 billion per year.

EMPLOYEE TURNOVER

Chronic, unresolved conflict leads to at least 50% of overall departures and up to 90% of involuntary departures (with the exception of downsizing)

The costs of replacing an experienced worker

are estimated to be between 75% - 150% of the employee’s annual salary

PRESENTEEISM

Another set of problems occur when employees with high intent to turnover do not leave the organization. These employees tend to have lower commitment, create workload problems for others and reduce morale in the area in which they work.

This rate of 'presenteesim' is estimated to be as much as three times higher than absenteeism.

I hear they paid him $500,000 to leave and figure they’ll still save money

DAMAGE, THEFT & SABOTAGE

Studies reveal a direct correlation between the prevalence of employee conflict and the amount of damage and theft of inventory and equipment.

Covert sabotage of work processes and management's efforts often occurs when employees are angry at their employer.

OCCUPATIONAL HEALTH & SAFETY There is growing evidence that psycho-social factors

related to the job and work environment play a role in the development of work-related disorders of the upper extremity and back. There is an increased likelihood of workplace accidents when people are angry or under stress.

ASSESSING WORKPLACE CONFLICT

Think of a workplace conflict you have been involved in. As we go through the following points, try to objectively analyse the situation and answer the questions I will ask.

KEY SOURCES OF WORKPLACE CONFLICT

Structural Problems Structural conflicts are caused by forces that are

often external to the people in dispute. They include:

Limited physical resources

Geographic constraints

Time constraints

Organizational changes

Lack of authority; unequal distribution of power

Unclear lines of communication/accountability

RELATIONSHIP CONFLICTSCommunication problems

People don’t share information, send unclear or mixed messages, don’t listen to each other, don’t say what they mean/feel, don’t clarify assumptions

Threats to interests, needs, values The perception that someone is threatening something that is important

to you (safety, security, needs, wants, aspirations)

Different beliefs about right/wrong

Different personality and conflict resolution styles Introvert, extrovert, competitive, avoidance, accommodation,

compromise, collaboration

Past experience/history Interpreting the present based on past relationships or experiences

Denial/Immaturity/Malicious intent Unwilling/unable to perceive a problem, take responsibility or see cause

and effect Purposely intends to cause harm, gain advantage or manipulate

What do you feel was the key source of your conflict?

What other factors contributed?

Key Elements of Conflict

Poor Communication

Strong Assumptions Emotions

Positional thinking

CONFLICT

55% of communication occurs through body movement and facial expressions

38% is understood through tone of voice, volume, clarity & inflection

7% is understood through the words used

Body language, tone of voice, words used sender receiver (intent) (effect) Perceptions of self and the world

COMMUNICATION

How did poor communication contribute to your conflict?

In what ways did body language, tone of voice, or the words people used affect the conflict?

ASSUMPTIONS

ACTION INTENT EFFECT

Public

Seen & heard by all: a fact

Private

Known to sender, unknown to receiver

Private

Known to receiver, unknown to sender

Assumptions are based on the belief that the other person knows our private information.

It is our natural tendency to assume that what we see is true and real and that our picture of the world is accurate. Given our need to establish and rely on a reality construct that is confirmable and predictable, the thought that our understanding is inaccurate or incomplete can be deeply unsettling.

Tim Hicks, Another Look at Identity-Based Conflict

What assumptions might you have made in your conflict?

What assumptions do you think the other person made?

STRONG EMOTIONS

A range of strong feelings, i.e. anger, fear, frustration, confusion, can be present during times of conflict.

These emotions trigger a chemical reaction in our body. Adrenalin (and up to 60 other stress hormones) are released into our blood stream…….these hormones reduce our ability to think clearly or rationally.

Although this is a poor time to explore issues, people often become “motivated” to resolve the problem when they are upset. (Big mistake)

What role did strong emotions play in your conflict? (on your part or theirs)

How did these emotions affect any attempts to resolve the conflict?

POSITIONAL THINKING

People in conflict lock into a position ( an “either/or” solution) that they believe is the only way to fix the problem.

Below these positions, are a multitude of interests (needs, wants, concerns, values, fears, hopes).

People tend to easily declare their positions but you often must dive down to get at the interests

What position did you take in the conflict?

What position did the other person take?

What underlying interests fueled these positions?

LEVELS OF CONFLICT

Problem Easily resolved if addressed when it arises

Emotions become involved People begin to experience strong emotions and make spoken & unspoken accusations about each other.

War A full blown conflict is publicly declared. The parties develop a strategy to win with each trying to build allies and take others into their camp. The issues that sparked the conflict begin to cloud and new ones emerge.

Take no prisoners

The conflict escalates to a point where the true issues get completely lost. People don't want to listen – their only interest is winning – and they are willing to risk their health and well-being to do so.

What level did your conflict reach?

CONFLICT RESOLUTION PROCESSES

Negotiation Mediation Facilitation Conciliation Grievances Arbitration Adjudication Litigation

More control over outcome Less control over outcome

COLLABORATIVE, INTEREST-BASED ADVERSARIAL, RIGHTS-BASED

Let’s work together to find common ground You are wrong and I’m going to prove it

CONFLICT RESOLUTION SPECTRUM

A survey of the top 1,000 corporations in North America show most now use interest-based processes to resolve disputes. Some view it as a cost saving measure while others say it is more satisfying process in terms of restoring or improving relationships and finding meaningful solutions to workplace problems.

Mediation is increasingly being used to reduce litigation costs. For example, over a ten year period, Brown and Root reported an 80% reduction in litigation costs, Motorola reported a 75% reduction and NCR reported a drop in pending lawsuits from 263 to 28.

INTEREST-BASED PROCESSES

Although rights are not ignored, the primary focus is on finding a mutually acceptable agreement that addresses the interests (needs, wants, fears, concerns, hopes, values) of the parties involved. This is not about compromise but collaboration.

A fair, respectful, confidential process

The parties have control over the outcome

6-STEP PROCESS FOR CONFLICT RESOLUTION

CENTRE FOR CONFLICT RESOLUTION STUDIES

UNIVERSITY OF PRINCE EDWARD ISLAND

Tel 902-566-0707

[email protected]

http://www.upei.ca/conflictstudies

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Steps

Activities

Skills Required

Step 1

Set the Envrironment

Introductions Describe Your Role and the Process Confidentiality Ground rules Powers of decision-making

Active Listening Reframing

Step 2

Identify the conflict

Invite parties to give their perspective on what the conflict is about

Summarize the issues

Active Listening Broadening/Clarifying Summarizing Reframing

Step 3

Map the Interests

Identify and explore the interests of each party

Active Listening Broadening/clarifying Interest Exploring Questions Summarizing Reframing Interest-Mapping

Step 4

Identify Issues Agenda

Explore the Interest Map to identify the issues to be resolved

Broadening/Clarifying

Questions Summarizing Reframing

Step 5

Generate& Evaluate Options

Generate list of potential options Evaluate options seek mutual solutions

Brainstorming Summarizing Reframing

Step 6

Verify and Close the Agreement

Consequential , clarifying

questions

Which process on the conflict resolution spectrum would have worked best in your conflict? Why?

THE BEST SOLUTION TO WORKPLACE CONFLICT IS PREVENTION

Environment – create a collaborative, problem-solving environment where open communication is fostered

Attitude – embrace diversity; see conflict as an opportunity to learn & grow

Skills – build communication & problem-solving skills in both management and employees

Processes/Policies – develop clear policies and interest-based, collaborative processes for resolving problems and conflict

SOME UPCOMING COURSES IN MONCTON

October 18-20 Interest-Based Mediation

October 24- 25 Workplace Harassment Investigations

October 26 Progressive Discipline in the Workplace

November 6- 8 Getting Unstuck: Addressing Strong Emotions & Resistance

November 15-16 Resolving Conflict in The Not-For-Profit & Voluntary Sector

December 1 Addressing Power Imbalances in Mediation

January 17-19 Introduction to Interest-based Conflict Resolution

April 18- 20 Interest-Based Facilitation

VISIT WWW.UPEI.CA/CONFLICTSTUDIES OR CALL 1-877-440-2277

FOR MORE INFO ABOUT OUR PROFESSIONAL DEVELOPMENT

COURSES AND CERTIFICATE PROGRAM