Canadian HR Reporter

CANADIAN HR REPORTER December 11, 2017 16 FEATURES CONFLICT MANAGEMENT Building conflict-competent workplaces Well-managed conflict can result in innovative solutions, collaborative problem-solving By Cinnie Noble C onflict can be defined as "any situation in which interdependent people have or perceive incompatible interests, goals, principles or feelings." Interdependence is the operative word here, and an important consideration in developing a corporate culture that understands workplace dy- namics and the inevitability of conflict. One important reality to con- sider is that all leaders and em- ployees want and need to rely on one another. However, team members do not always get along — not all employees respect their bosses, nor do all bosses respect their direct reports. For a range of reasons, some staff do not fit into their team and its dynamics; employees rail against policies that have an ad- verse impact on them and their workload; and people are named to leadership positions without conflict competency. Another important reality is the inability of leaders and staff to ef- fectively manage conflict, which negatively affects the health and well-being of many people be- yond the immediate parties to a dispute — creating a work envi- ronment that is toxic and fraught with problems. Contributing to such problems and their escalation is the fact that many workplaces choose avoid- ance as a first response. is re- sults in employers having to react too late in the trajectory that en- sues, and to face the financial and other costs that occur. For instance, consider the high price to train new staff to replace those who leave as a consequence of poorly managed conflict. Oth- er expensive variables include the stress and medical problems relating to conflict — leading to protracted leaves, legal expenses associated with claims of harass- ment and bullying, a lack of pro- ductivity and mistakes (even acci- dents) due to upsets that impact concentration, and the fallout of conflict-related incidents that ad- versely affects an organization's reputation. Normalizing conflict To effectively build conflict- competent workplaces requires a shift in organizations' mindset. is means not only choosing an- other response than avoidance, it requires acknowledgement that conflict is going to occur. And if it is well-managed, both the orga- nization and its human assets will benefit. In fact, well-managed conflict can result in innovative solutions, collaborative problem- solving, and improved morale and teamwork. One key to making this happen is establishing ways to normalize conflict — in other words, accept- ing and preparing for its inevita- bility. To do so, it is important to identify the issues that lead to organizational conflict through developmental workplace audits. Discovering the underlying factors provides a barometer that reflects the calibre of leadership skills, job satisfaction (and there- fore, productivity, commitment and loyalty) and what is needed to strengthen the foundation of the workplace. A systemic approach Becoming a conflict-competent organization, therefore, requires dedicated focus and investment. A systemic approach acknowl- edges that the costs of rectifying the results of ill-managed conflict are undoubtedly higher than insti- tuting mechanisms that prevent unnecessary conflict and address it effectively when it does occur. One systemic method to achieve these objectives is to make effective conflict manage- ment a core competency. This requires concrete expectations of what that means for all staff — and providing the resources for train- ing and coaching to support and assess these expectations. Similarly, evaluating conflict management skills for poten- tial leaders, and requiring that all new managers are automati- cally coached to strengthen their knowledge, skills and ability to manage and engage in conflict, make conflict competence an in- tegral component of a leadership position. Other ways to build organiza- tional cultures of conflict compe- tence include a requirement for regular conflict-resolution train- ing for all staff, and performance management and difficult con- versation workshops (especially when combined with ongoing coaching) for leaders. Yet another critical way to build conflict-competent organizations is to have proactive and easily ac- cessible processes in place — such as conflict management coaching and mediation — with policies that require staff to seek such as- sistance before escalating their disputes. Ensuring HR professionals are trained to provide such tech- niques is necessary, as well as training managers to do so. In addition to learning to effectively use these techniques, training in group facilitation skills helps lead- ers to model and build their own individual conflict competence. Further, some organizations develop programs in which peers learn to coach or mediate co- workers to help them find their way through conflict. Also, ex- ternal practitioners can provide coaching and mediation support. It is optimum to take a systemic approach to building conflict- competent organizations on the basis that conflict is normal and inevitable. ough that might not be considered financially realistic, that argument does not reconcile with the high cost of attrition, absenteeism due to medical and stress leave, and expensive litiga- tion — all of which are often the outcomes of poorly managed conflict. Rather, taking a systemic ap- proach to prevent and address un- necessary conflict means building a system that provides both pro- active and reactive mechanisms. Ultimately, it's about prioritizing the health and well-being of em- ployees — and doing so with a strong commitment to maintain- ing an environment where people are best able to thrive and support the organizational mission. Cinnie Noble is a certified coach, author, mediator and senior part- ner at CINERGY Coaching in To- ronto. For more information, visit www.cinergycoaching.com. Credit: fizkes (Shutterstock) Training in group facilitation skills helps leaders to model and build their own individual conflict competence. And peers can coach co-workers. For 25 years, The Annotated Canada Labour Code has been the authoritative resource labour relations professionals rely on to help them interpret and apply the Canada Labour Code. New in this edition • Commentary on the CIRB's interpretation and application of the Employees' Voting Rights Act • Case law and commentary on the Board's review of how union membership fees are paid in determining the strength of certifi cation applications, commentary on the duty of fair representation owed by employer representatives to their member companies, the rights of litigants to be represented by legal counsel at arbitration proceedings, and further explanation of how the "maintenance of activities provisions" of the Code will be applied • Cases offering insight into when "violence in the workplace" complaints must be investigated and the role of employee representatives in "refusal to work" complaints • Digests covering the noted 2016 Supreme Court of Canada judgment in Wilson v. Atomic Energy of Canada Ltd., 2016 SCC 29, 2016 CSC 29, which dealt with what constitutes an "unjust dismissal," as well as other cases dealing with issues of whether paternity leave can be sought, what constitutes the date of dismissal for s. 240 purposes, as well as consideration of the "arguably relevant" test for the production of documents New Edition The 2017 Annotated Canada Labour Code, 25th Anniversary Edition Ronald M. Snyder Available risk-free for 30 days Order online: www.carswell.com Call Toll-Free: 1-800-387-5164 | In Toronto: 416-609-3800 Order # 987131-65203 $167 Softcover approx. 1900 pages December 2016 978-0-7798-7131-5 Shipping and handling are extra. Price(s) subject to change without notice and subject to applicable taxes. © 2017 Thomson Reuters Canada Limited 00242GT-85857-NK Also available as an eBook on Thomson Reuters ProView™ A professional grade platform that allows you to A professional grade platform that allows you to interact with your eBooks in entirely new ways. interact with your eBooks in entirely new ways. This free app allows you to access your most This free app allows you to access your most trusted reference materials where you need them trusted reference materials where you need them most: everywhere. This free app allows you to access your most This free app allows you to access your most trusted reference materials where you need them trusted reference materials where you need them • New highlighting options let you choose from • A layered table of contents allows you to drill • A layered table of contents allows you to drill down to find what you need while keeping down to find what you need while keeping track of your path. • From the library view, you can perform a downloaded eBook within your own Thomson Reuters ProView library. • From the library view, you can perform a search that returns results from any downloaded eBook within your own downloaded eBook within your own Thomson Reuters ProView library. Thomson Reuters ProView library.

• Cover