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Conflict resolution
 

Conflict resolution

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    Conflict resolution Conflict resolution Document Transcript

    • Conflict Resolution NHS Syllabus 2010-2012 2010- East Midlands SS Sinfin Lane Barrow Upon Trent Derby DE73 7HH 01332 703650 www.compactlearning.co.ukBrought to you by Trust Interventio tions
    • Signs of Aggression & Anger in others Erect Stance & Head Back Changes in Facial Colour Rapid Breathing Becoming Tense Pupils Dilated / Fixed and Staring Finger Pointing / Clenched Fists Sweating Raised tone of Voice Irrational Speech Angry Muttering Suddenly Quiet Invasion of personal space Repetitive Movements De – escalation Techniques Allow the person space and time Use fluid Hand Gestures Stand Side on Maintain Eye contact without staring Show concern and understanding Acknowledge the Person’s feelings Explore the prospect of Concession Avoid Confrontation Convey your desire to help Defusing Situations Non Verbal Techniques Mood Matching Mirroring Eye Contact Personal space Look for escape route Verbal Techniques Positive Language De-personalise Ask for particular behavior FoggingBrought to you by Trust Interventions
    • Strategy Personal Space Self help Ergonomics Communication Safety LEAPS L - Listen to what the person has to say E - Empathise with what they have to say A - Ask questions to obtain more information P - Paraphrase by putting the facts in to your own words S - Summarise a course of agreed action Alternative Model – Ask open questions to establish their perspective Tell me how you see the situation What’s your view about what happened L- Listen actively, paraphrase to show that you have understood what they said So what you are saying is It sounds as if D- Define the problem S- Search for a solution Ask the other person first for their idea, offer your ideas and suggestions Aim for a solution which fits the need for both A- Agree a plan of actionBrought to you by Trust Interventions
    • Five Methods of Managing Conflict High Accommodating Collaborating Concern for Compromising others Avoiding Forcing Low High Concern for SelfBrought to you by Trust Interventio tions
    • The 5 Step Appeal Step 1 - The Ethical Appeal Ask the person to do something eg please stop shouting, or please leave. Some people will respond to this. Step 2 - The Reasoned Appeal Re-enforce the rules, what should be happening, explain why you made the request and link it to how they have behaved. Step 3 - The Personal Appeal An appeal to them – do you think it’s a good idea to behave like this/speak to me like that. Give them options for what might happen once they calm down Step 4 - The Practical Appeal This is the final appeal to them before action. The last chance! What can I reasonably do to sort this out, get you to leave for now. This does confirm to them their resistant behaviour and the need to do something. Step 5 - Action Which option you choose will be based on the threat as you see it, having considered all the impact factors.Brought to you by Trust Interventions
    • Challenging Behavior in the workplace Expectations – is the employee clear of what you expect from them in their role? Equally what do they expect from you as their manager? Describe exactly the results and behaviors you are expecting to see. Purpose – Unmet expectations only cause disappointment and frustration leading to conflict amongst the team Top Tip – expectations may change, make this clear and communicate updates as they evolve Diagnose – Ask questions, find out what the problems are, why are they performing poorly, is it a system or is it the individuals attitude or ability Purpose – its really hard to fix a problem if you don’t know the root cause – the solutions will depend on the answer to this. Asking them what they think also avoids ‘blaming culture’ Top Tip – frame the question carefully to avoid them getting defensive; ‘what’s been getting in the way of you?’ you can even try explaining why your asking them; lets try and find out the cause so we can focus on how to fix it’. Ideal Descriptions – together discuss how their performance is now and the results they are achieving. Then together, describe how the performance and results would look in an ideal world. Purpose – doing this shows the clear gaps between what is happening and what needs to be happening. this helps you both see what needs to be done Top tip – explain what you’re going to do and why you are doing it, before you start the description.Brought to you by Trust Interventions
    • Challenging Behavior in the workplace Clear consequences – explain carefully and clearly what will happen if no improvement is seen. Provide measurable results and a timescale Purpose – it shows the seriousness f the problem. Assuming the consequences are not desirable for the employee, it can act as a motivation to really make a change Top Tip – This is the time to bring in the legal requirements from HR.It may be time for a written warning – check your company policies Empower – show the employee you have confidence in their ability and you are there to support. Give them enough responsibility so they know you have faith in them, keep stretching but not straining – overwhelming them won’t help, offer resource where required to tackle any skills deficit they may have. Purpose – this is about building their confidence and showing you trust them – even if things haven’t been up to scratch so far. To rise to challenge we need belief in our skills as well as skills themselves. Top tip – ‘I know you can do it’ without reasons and without support can leave them feeling overwhelmed. Explain why you think they can do it, and remind them to ask if they need support. Forward focus – keep your mind on the solution rather than the problem .Make your questions future focused; ‘what steps can you take next time to get it right?’ Purpose – while the past problems / performance needs to be mentioned, focusing on the problem itself can cause conflict. This questioning technique provides a positive slant on things and encourages the employee to take responsibility for their own improvement Top Tip – if the employee struggles to come up with anything, ask if they’d like you to make some suggestions. If yes, phrase them as questions; ‘could you..’, what about if…’have you considered..’ Then you’re guiding them, rather than directing theBrought to you by Trust Interventions
    • What if Communication doesn’t work? Get out Compliance Self Defence Criminal Law Section 3 Criminal Law Act 1967 ‘A person may use such force as is reasonable in the circumstances in the prevention of crime, or in the effecting or assisting in the lawful arrest of offenders or suspected or persons unlawfully at large’ The key word is ‘reasonable’ and this will depend on each individual case What is Reasonable Force? Claiming Self Defence It is important to remember when claiming Self Defence that you must be able to show you did not demonstrate a willingness to fight or respond to a challenge. You cannot rely on the defence of ‘Self Defence’ if you had an opportunity to retreat to safety and you did not do so! The Importance of reporting Incidents The Law Health and Safety at Work etc. Act (1974) The Management of Health and Safety at Work Regulations (1999) RIDDOR (1995) *reporting of Injuries, Diseases and Dangerous Occurrence Regulations Emergency Workers (Obstruction) Act 2006Brought to you by Trust Interventions
    • Reactions when faced with Aggression Increased blood pressure Increased heart rate Sweaty palms Muscular twitching Lump in throat Headache Adrenaline Rush Butterflies in Stomach Coping with Violence Try to remain calm Breathe deeply and regularly Acknowledge how you feel Think positively Tell yourself you can manage Tense and relax muscles Remember: Feeling afraid is not a sign of weakness. It is Normal response to perceived danger. Post Incident support Incident Recording and Reporting Occupational Health Support HSE reporting (RIDDOR and major injuries) Counselling (formal) Peer support DebriefBrought to you by Trust Interventions