CONFLICT RESOLUTION

Programme Director – Frank Walsh

The modern workplace is human society in microcosm, reflecting its myriad relationships, hierarchies, alliances, rivalries and, of course, conflicts. Whether we like it or nor, the potential for conflict is part and parcel of everyday life, and our success in dealing with it – particularly in the workplace – depends on our ability to avoid it altogether; or resolve it speedily and painlessly where it does arise.

The casual observer might be forgiven for thinking that Frank Walsh, as a former army commandant, is more used to dealing with conflict than avoiding it. But a closer look at his CV reveals a military career whose highlights include peace-keeping duties in Lebanon and Bosnia, and a subsequent three year stint at the Industrial Relations/Human Resources division of IBEC.

This has given him first hand experience of how ‘people’ issues can spiral into major disputes. We’re all familiar with the tragedies of Lebanon and Bosnia, but many in the business world fail to realise that a simmering sense of injustice – whether real or imagined – can erupt into a disruptive and sometimes costly dispute. All too often, the issue is settled only at the level of the Labour Court or Labour Relations Commission.

Perceptions at shop floor level of discrimination, ‘unfair’ selection for redundancy, or of being unfairly passed over for promotion; can all become the seed of workplace conflict. Yet the fall-out can be avoided, or at least amicably resolved, if the proper structures are already in place.

Unfortunately, these structures are least often found in SMEs – the very ones that can least afford the disruption that comes with shop floor disputes. Conflict resolution is not rocket science. In fact, most of it is just good, old-fashioned common sense and adherence to the rule of law. Frank’s role is to help his clients stand back, appraise and evaluate their present responses to workplace conflict, then put in place commonsense policies and structures to manage it.

So, on the policy front, he helps client firms interpret employment law as it applies to their circumstances, and devise policies and structures to ensure compliance by both management and employees.

In the case of job descriptions, demarcation lines, and contracts, for instance, this means eliminating all doubts as to exactly who does what, where it should be done, at what time, and in which manner. The issue here is clarity of definition and effective communication: if everybody knows what their responsibilities are; their place in the hierarchy, and the limits of their authority (and everyone else’s), the scope for conflict is minimised at the outset.

Once this step is taken, it’s a matter of having an effective complaints procedure, so that everybody in the organisation will know there are designated people to whom complaints can be made; with a specified response protocol, and set procedures for resolving any disputes.

So far, so good, but even this will not capture the Holy Grail of a smoothly running and harmonious workplace, he says. The final, catalytic element in the whole process is the installation of proper mechanisms to make the whole thing work effectively. These mechanisms, says Frank, take the form of interpersonal skills, particularly assertiveness, so that individuals are equipped and encouraged to stand up for themselves, defend their rights in the workplace, and report incidences of harassment, bullying, or discrimination.

Once again, he stresses, it’s essential to have clearly defined objectives and effective communication between all involved. If an element of uncertainty creeps into any of the areas outlined above – contracts, job descriptions, complaint procedures, or whatever – then the potential exists for disagreement or suspicion among work colleagues. The end result is that a great deal of well-intentioned and hard work is wasted.

It’s a constant wonder, he says, that companies with a highly professional approach to matters like marketing, logistics, and IT, often devote so little attention to matters of performance and people management.

The inevitable outcome of that lack of focus is that some companies over-trade on their human resources capacity in same way that others do with their cash, and the dangers are just as real.

Prevention is always better than cure, and jaw-jaw better than war-war. It doesn’t take a huge investment in either cash or management resources, but putting the right structures and mechanisms in place will not only avoid the downside of workplace conflict, but deliver the benefits of higher workforce morale and commitment.

For further information contact:

Loretto Mara

Tel: 01 853 2215

E-mail: loretto@highperformance.ie

Web: www.highperformance.ie