Combating Collective Conflict


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Combating Collective Conflict: Conciliation, Arbitration and Mediation in Teams.

Conciliation, Arbitration and
Mediation – what’s the difference?

The “Seven C’s” and Possible Interventions

Teams in conflict with managers (part I)

Teams in conflict with managers (part II)

Role of ACAS

Inner conflict in teams / Mediation in Groups

Teams in conflict with each other (part I)

Teams in conflict with each other (part II) / Building Resilience / Preventing Conflict

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Combating Collective Conflict

  1. 1. Combating Collective Conflict: Conciliation, Arbitration and Mediation in Teams.
  2. 2. Combating Collective Conflict: Conciliation, Arbitration and Mediation in Teams. Welcome
  3. 3. <ul><ul><ul><ul><ul><li>Inner conflict in teams / Mediation in Groups </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Teams in conflict with each other (part I) </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Coffee </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Teams in conflict with each other (part II) / Building Resilience / Preventing Conflict </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Open Forum </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Close </li></ul></ul></ul></ul></ul>Combating Collective Conflict: Conciliation, Arbitration and Mediation in Teams. Agenda <ul><ul><ul><ul><ul><li>9:00 </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>9:25 </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>9:30 </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>9:45 </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>10:00 </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>11:00 </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>11:15 </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>11:30 </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>12:40 </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>13:00 </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Registration & Coffee </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Welcome </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Conciliation, Arbitration and </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Mediation – what’s the difference? </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>The “Seven C’s” and Possible Interventions </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Teams in conflict with managers (part I) </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Coffee </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Teams in conflict with managers (part II) </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Role of ACAS </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Sharing Learnings </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Lunch </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>14:00 </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>15:00 </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>15:20 </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>15:40 </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>16:20 </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>16:30 </li></ul></ul></ul></ul></ul>
  4. 4. Conciliation, Arbitration and Mediation – What’s the Difference? Arbitration : A process for settling a dispute facilitated by an independent individual or body which is empowered to reach a judgment to reach closure. Mediation : An intervention between disagreeing parties involving a third party, aimed at bringing the dispute to a conclusion which both can accept. Conciliation . Seeks to encourage each party to agree concessions as a means of settling differing demands or offers, usually by prioritising what is most important for them and what they are most ready to trade.
  5. 5. Conciliation, Arbitration and Mediation – What’s the Difference? Mediation Formal Informal Narrative Facilitative Evaluative Judicial et al
  6. 6. The “Seven C’s” Contexts Culpability Capability Contact Compromise Contrast Content
  7. 7. Teams in Conflict with Managers Scenario: A new team leader finds that they have difficulty engaging their team, which has recently lost its long-serving and popular manager. Reticence and suspicion turns to complaint, with the entire team apparently against the manager and ready to pick up on anything which they disapprove of (mainly proposed changes).
  8. 8. Combating Collective Conflict: Conciliation, Arbitration and Mediation in Teams. Coffee
  9. 9. “Dominoes”
  10. 10. the employment relations service
  11. 11. improving organisations and working life through better employment relations
  12. 12. On 15 February 1994 Acas became the first nationwide public service body to be awarded Investor in People status On 13 March 2008 it was awarded to Acas for the fifth time
  13. 13. <ul><li>Independent  </li></ul><ul><li>Confidential  </li></ul><ul><li>Practical  </li></ul><ul><li>Impartial  </li></ul><ul><li>Up to date  </li></ul>Acas is
  14. 14. <ul><li>Improve organisations and working life </li></ul><ul><li>through better employment relations </li></ul>Acas’ ambition is to
  15. 15. To achieve it <ul><li>We provide up-to-date information, independent advice, high quality training and a range of services to help employers and employees solve problems and work together effectively </li></ul>
  16. 16. Acas Council <ul><li>Overall guidance is provided by the Acas Council - made up of 12 leading figures from business and trade unions together with independent members representing the interests of employers and employees </li></ul><ul><li>The Chair and Council Members are part-time and appointed by the Secretary of State for Business, Innovation and Skills </li></ul>
  17. 17. Acas Council Members Mr Ed Sweeney Acas Chair Ms Sarah Veale Head of Equality and Employment Rights at the TUC Mr Dave Prentis General Secretary for Unison Ms Sarah Anderson, CBE former member of Small Business Council Mr John McMullen Professor of Labour Law at University of Leeds Mr Derek Simpson Joint Secretary, Unite Jennifer Eady QC Employment Law Barrister and Vice-President of the Industrial Law Society Nicola Templeman Former Senior Executive at Nationwide Building Society Ms Susan Anderson Director, Human Resources Policy, CBI Mr Peter Bennett Human Resources Director, Network Rail Ms Debbie Coulter Deputy General Secretary, GMB Trade Union Mr Jonathan Michie Professor of Management, University of Birmingham
  18. 18. Organisational Structure Acas Chair Ed Sweeney Acas Council Chief Executive John Taylor Knowledge, Jan Dixon & Susan Clews IT Andrew Godber Delivery Andrew Wareing HR & Estates Mike Spencer Finance Robert White Director Midlands and Eastern Carol Davenport Director Scotland Frank Blair Director Northern Phil Pluck Director Wales and Southern England Robert Johnson Director North West Gill McCarthy Director London Jerry Gibson Head of Good Practice Services Jane Bird Individual Dispute Resolution Keith Mizon National Helpline Nick Riddle Chief Conciliator Peter Harwood
  19. 19. <ul><li>Prevent or resolve disputes between employers and their workforces </li></ul><ul><li>Settle complaints about employees' rights </li></ul><ul><li>Provide information, advice and training </li></ul><ul><li>Encourage people to work together more effectively </li></ul>The role of Acas
  20. 20. <ul><li>We can: </li></ul><ul><li>Advise on the range of approaches to workplace dispute resolution including mediation schemes </li></ul><ul><li>Provide a trained mediator to facilitate the resolution of workplace disputes when there is no tribunal application imminent. These many be between a manager and an individual staff member or between two staff members in the workplace </li></ul><ul><li>Train managers and employee representatives in conflict management skills </li></ul><ul><li>Help you develop a workplace mediation scheme and give guidance on selecting potential mediators </li></ul><ul><li>Train and assess your mediators and award successful candidates our Certificate in Internal Workplace Mediation </li></ul><ul><li>*Some of our services are charged for </li></ul>Mediation
  21. 21. <ul><li>We help parties in dispute to reach or make progress towards agreed settlements which they all find acceptable </li></ul>Collective conciliation
  22. 22. In 2008/09 Acas received <ul><li>requests for collective conciliation </li></ul>960
  23. 23. Collective conciliations Causes of request, 2008/09 Base = 960 collective disputes
  24. 24. In 2008/09 Acas achieved <ul><li>success rate in completed collective disputes </li></ul>92%
  25. 25. In 2008/09 Acas arranged <ul><li>arbitration hearings </li></ul>30
  26. 26. Projects in individual workplaces <ul><li>Our advisers work with organisations to make their workplace more effective through better employment relations </li></ul>
  27. 27. Towards effective workplaces <ul><li>This may involve running workshops and setting up working groups to: </li></ul><ul><ul><li>Solve problems affecting relationships at work </li></ul></ul><ul><ul><li>Work together in dealing with change </li></ul></ul>
  28. 28. Projects in workplaces Key issues, 2008/09 Base = 146 Workplace Projects (charged)
  29. 29. In 2008/09 Acas completed <ul><li>Projects in workplaces </li></ul>146
  30. 30. <ul><li>Settle complaints about employees’ rights </li></ul><ul><li>Nearly all complaints to employment tribunals come to Acas </li></ul>The role of Acas
  31. 31. <ul><li>Applications to employment tribunals for conciliation </li></ul><ul><li>covering a total of 236,116 claims (jurisdictions) </li></ul>In 2008/09 Acas received 138,535
  32. 32. Individual conciliation cases Claims received – all jurisdictions
  33. 33. Individual conciliation Main causes of complaint, 2008/09 Base = 138,535 complaints conciliated
  34. 34. In 2008/09 <ul><li>of potential hearing days saved consequent upon settlement or withdrawals within the conciliation window </li></ul>73%
  35. 35. Benefits of individual conciliation <ul><li>Voluntary agreement (and withdrawals) </li></ul><ul><li>Fewer tribunal hearings </li></ul><ul><li>Lower cost to the parties than tribunal </li></ul><ul><li>Not in public domain </li></ul><ul><li>Less stressful </li></ul>
  36. 36. New Individual Conciliation Service <ul><li>Pre-Claim Conciliation (PCC) Service 2008 </li></ul><ul><li>In seven months 2,000 cases </li></ul><ul><li>Average 3 days (usually 14 days) </li></ul>
  37. 37. The role of Acas <ul><li>We provide impartial information and advice </li></ul>
  38. 38. In 2008/09 Acas dealt with <ul><li>calls through our helpline </li></ul><ul><li>Top issues: </li></ul><ul><li>Redundancy, lay-off and business transfers </li></ul><ul><li>Discipline, dismissal and grievance </li></ul><ul><li>Contractual matters </li></ul>726,306
  39. 39. Training <ul><li>Key points on employing people designed for small businesses </li></ul><ul><li>In-depth sessions on employment issues for HR specialists </li></ul><ul><li>Training specially designed for individual workplaces </li></ul><ul><li>c.2,000 training sessions were held in 2008/09 </li></ul>
  40. 40. <ul><li>In 2008/09 there were over four million visits. </li></ul><ul><li>A–Z of work </li></ul><ul><li>Rights at work section </li></ul><ul><li>Online training package and online booking for training sessions </li></ul><ul><li>Publications free to download or purchase online </li></ul>Website
  41. 41. <ul><li>Good practice advice, including sample forms, letters, surveys, etc </li></ul><ul><li>Almost 200,000 copies of our guidance were sent to customers in 2008/09 </li></ul><ul><li>'Bestseller' continues to be on the subject of discipline and grievance Publications free to download or purchase online </li></ul>Publications
  42. 42. the employment relations service
  43. 43. Teams in Conflict with Managers Discussion: “Strong management” versus “Bullying” – where to draw the line? When do you cross to the ‘dark side’?
  44. 44. Combating Collective Conflict: Conciliation, Arbitration and Mediation in Teams. Sharing Learnings
  45. 45. Forum On-line.
  46. 46. Combating Collective Conflict: Conciliation, Arbitration and Mediation in Teams. Lunch
  47. 47. Inner Conflict in Teams: Director’s choice An opportunity for you to select various statements and direct a scenario.
  48. 48. Inner Conflict in Teams Scenario: A forceful team leader and their manager don’t see eye-to-eye on how to run a help-desk, each believing that they say what goes in their patch. Both attract loyalties from within the team, leading to two opinion camps forming, with each taking instruction from their preferred ‘boss’.
  49. 49. Mediation in Groups: Conversation Micro-Tool 1. Set the scene. 2. Identify desired outcomes. 3. Challenge any unrealistic expectations. 4. Invite and (if appropriate) propose areas of common ground, then break down areas of difference. Give affirmation. 5. Invite suggestions about how each individual believes each difference may be resolved, how they assess the practicality of achieving their suggestions quickly and highlight common or similar proposals which all can work with. 6. Invite parties to say whether any of their remaining differences may be met with a compromise or allowed to let lie in the interests of securing a peace. Explore options 7. Summarise agreements, commitments and actions. Give encouragement and affirmation.
  50. 50. Inner Conflict in Teams Scenario: In team meetings, a manager has a habit of interrupting certain team members with the words “sorry to cut across”.  Sensitivities crystallise amongst those whose views are routinely overlooked, with a perception that the manager shows favouritism to others. The favoured team members begin to perpetuate the same behaviour that leads to the creation of a dysfunctional team.
  51. 51. Combating Collective Conflict: Conciliation, Arbitration and Mediation in Teams. Coffee
  52. 52. Teams in Conflict with Each Other The ‘dream-factory’ team decree a process to be delivered to enhance ‘customer experience’ that name badges must be worn by traffic wardens. The wardens are not happy with customers knowing their first names because they think that personal derogatory comments hurt more when under personal attack. The two groups are at logger-heads!
  53. 53. Building Resilience: Avoiding Conflict Key Elements : Influencing Behaviour “ The Recipe” . Equipping Managers . Educating People . The “Happy Company” . The “Golden Hour” .
  54. 54. Building Resilience: A Manager’s Micro-Tool For a growing library of micro-tools to download, visit: 1. What’s happening at the moment? 2. What do you want to happen? 3. What’s been working? 4. What am I impressed with? (give affirmation, e.g. for the individual raising this) 5. What do you think you need to do now? 6. What is the first step you’ll take? JaM: Just a Minute
  55. 55. Building Resilience: The Strategic Option Regulatory . Informal . “ The Recipe” . <ul><li>• organisation structures; </li></ul><ul><li>• role definitions; </li></ul><ul><li>• policies; </li></ul><ul><li>• processes; </li></ul><ul><li>• procedures; </li></ul><ul><li>• task definitions; </li></ul><ul><li>• lines of authority and reporting; </li></ul><ul><li>• reward systems; </li></ul><ul><li>• appraisal systems; </li></ul><ul><li>codes of conduct. </li></ul>• leadership vision; • codes of ethics; • personal development/objective plans/targets; • team/departmental targets; • training programmes, learning and development activities; • recognition systems; • management guidance/recommended best practice; • management style; • monitoring and feedback systems; • informal routines and habitual ways of doing things.
  56. 56. The Meta Approach Not Getting Lost Yourself Position # 1 Position # 2 Meta Position
  57. 57. Combating Collective Conflict: Conciliation, Arbitration and Mediation in Teams. Open Forum
  58. 58. The Dolphins’ Tale
  59. 59. Combating Collective Conflict: Conciliation, Arbitration and Mediation in Teams.