Promoting Workplace Well-Being

Handling Conflict

David Craigie& Margaret Bowes

supporting www.businessmattersedinburgh.com

Workplace well-being Promoting Positive Management Symptoms of Conflict

Effects of Conflict Cost of Conflict

Bullying and harassment Employer role Individuals Case Study

Overview

The Health and Safety Executive identifies 6 areas of risk for stress at work (Management Standards – 2004 research).

One key area is:

Relationships including promoting positive working to avoid conflict and dealing with unacceptable behaviour

Source: www.hse.gov.uk/stress

Workplace well-being

Research supported by HSE, CIPD & Investors in People

Situation Management:

Managing Conflict Dealing fairly and promptly

Use of organisational resources Seeks advice when necessary (HR etc.)

Taking responsibility for resolving issues Supportive and responsible approach

Promoting Positive Management (Competencies)

Symptoms of conflict in the workplace

There are obvious symptoms of conflict, including:

Heated exchanges between colleagues People avoiding each other or refusing to be in

the same room Physical aggression Crying Molehills becoming mountains

Symptoms of conflict in the workplace

There are subtle symptoms of conflict, including:

Motivation levels dropping Social events stopping or reducing in frequency Productivity falling Increased absence or sickness rates Higher turnover rates

The effects of conflict in the workplace

The results of conflict can have an impact on 3 important areas:

1. Business issues2. Legal issues3. Well-being

The business case

Conflict can lead to:

Increased staff turnover and intention to leave

Higher absence rates More days lost to sickness and absenteeism More accidents Decreased work quality Negative organisational image and

reputation A culture of intolerance

The legal case

Conflict can also have legal implications, for example:

Employment Tribunal Claims Work-related Stress Claims

“All employers have legal responsibility under the Health and Safety at Work Act 1974 and Management of Health and Safety at Work Regulations 1999 to ensure the health safety and welfare at work of their employees. This includes minimising the risk of stress-related illness or injury to employees.”

[source: www.hse.gov.uk]

The well-being case

While confrontation can be healthy if handled correctly, conflict can lead to stress, unhappiness, mental and physical ill-health.

The origin of the word means “to strike together”.

When someone is struck physically or emotionally, the body has a physical and emotional response.

The potential cost of conflict?

In 2009, the average cost of absence per employee was £692

43% of employees cited stress as a major cause of absence

In 2009, the estimated costs of recruitment and turnover were £4000 & £6125 per employee, rising to £10,000 & £9,000 for senior managers and directors

Source: www.cipd.co.uk

Bullying and Harassment

1 in 8 workers are bullied (Graves, 2002) Bullying costs employers 80 million working days and £2

billion in lost revenue (HSE, 2006) Work-related stress, anxiety and depression estimated at

costing the UK >£530 million (HSE, 2007) Not necessarily face to face – can be written, visual, email,

phone One person might consider a behaviour as bullying, whilst

another person might consider it to be firm management What does it feel like to be bullied?

THOUGHTSThere’s no point in complaining

They’ll think I’m weak/won’t respect me I can’t face work anymore

My hard work isn’t appreciated so what’s the point?Nobody understands

I can’t be bothered/I can’t copeI’d rather not be here than face being

humiliated in front of colleagues

EMOTIONS/FEELINGSStressedAnxious

DepressedAngry

Humiliated Frustrated

Hopeless/HelplessUndermined

Low self-esteem/confidence

BEHAVIOURRespond aggressively/passively

Tell no-oneAvoidance e.g. hobbies/interests, exercise,

people, resolving the problemAbsent from work

Stay in bedLose temper

Row with familyDrink alcohol

Comfort eat/eat nothingPHYSICAL

Panic attacksDifficulty sleeping

Change in appetiteExhausted

TearfulMuscle tension

HeadachesHigh blood pressure

PalpitationsChurning stomach

Bullying/Harassment

Non-work stressors

What should employers do about bullying and harassment?

Intervene as soon as possible Deal promptly and objectively with complaints

Communicate effectively Try to create a climate of open and positive

communication. Do employees know who to go to if they have a problem at

work? Talking and listening skills Let employees know that complaints will be dealt with

fairly, confidentially and sensitively What is the underlying reason for the conflict?

Consider outside help to resolve the conflict Mediation – objective, unbiased approach Conciliation – same as mediation but when a claim to an

employment tribunal is likely or has been made Develop a formal policy including:

Commitment from senior management Acknowledgement that bullying/harassment can be a

problem and not to be tolerated Clear examples of unacceptable behaviour and what

constitutes bullying and harassment

What should employers do… (cont.)

If you are being bullied…

Speak about your concerns with your manager/personnel/union/organisation’s counsellor

Tell the person who is causing you distress to stop this behaviour (they might be unaware of the effect of their actions). If you can’t speak to this person yourself, ask someone else to act on your behalf

Seek advice from Citizens Advice Bureau or ACAS helpline Are other colleagues also being bullied? Do you have

witnesses? Keep a diary of all incidents (including dates, times, witnesses,

how you felt) Keep copies of relevant documents (letters, emails, notes of

meetings, annual reports, medical help you might seek)

If you are being bullied… (continued)

Avoid being alone with the bully/harasser Avoid being aggressive. Try to be positive, calm and assertive Remember you have a right to be accompanied at

disciplinary/grievance meetings Follow your employer’s procedures if you do decide to make a

formal complaint Take advice on your legal rights. An employment tribunal will expect

you to have tried to resolve the problem with the organisation Ensure you have a work-life balance. It is important you make time

for yourself and maintain a healthy lifestyle. Practice relaxation and tap into your social support network

Speak to your GP/Occupational Health provider and seek appropriate support

Case Study

Background Change in circumstances Bullying/harassment begins Effects and consequences Solutions

Where can I get further help?

The Craigie Partnership is available to help with: Employee Assistance Programmes Stress Interventions Manager Training

Other sources of support include: ACAS (www.acas.org.uk) Preventing Workplace Harassment (

www.workplaceharassment.org.uk) HSE (www.hse.gov.uk) CIPD (www.cipd.co.uk)

more information

www.craigiepartnership.co.uk

Email: david@craigiepartnership.co.uk

Links and other information:

www.craigiepartnership.co.uk/businessmatters.htm