Peace one Day

17/09/2009

This Sunday marks the 8th Peace day, an annual day of global ceasefire and non violence, which began back in 1999. Fast forward two years, and amazingly the efforts started by Jeremy Gilley had led to 192 member states of the United Nations adopting 21 September as an annual day of global ceasefire and non-violence on the UN International Day of Peace.

Since then, the day has gone on to symbolise a day not only about creating peace between nations, but about peace in our homes, communities and schools, connecting with all parts of society, including the workplace.

Breakdown in working relationships where minor differences have been bubbling for some time and have therefore become entrenched are often the route cause of conflict at work.  This can often be due to differences in opinion or very different methods of working. Management style can also have a role to play in impacting workplace conflict – often employees can perceive management behaviour as bullying.

 

Our current work is indicating a number of trends. Firstly, during periods of change the root cause of conflict tend to have a more acute impact. Within the work that our management support service provides, we are seeing an increase in ‘sensitivity’ in the workplace. Uncertainty of job roles and insecurity can cause increased pressure as well as creating a more emotional experience in the workplace. Limited communication regarding changes can often compound the situation.

In addition, Right Management’s latest Clinical Director Report provides analysis regarding the reasons that bring people to our well established Employee Assistance Programme (EAP) and sheds light on those aspects of the workforce that can often go unnoticed.

 

Our latest findings reveal that 19% of users were finding it difficult to cope with relationships in the workplace.  The breakdown however, gives a clearer picture of exactly what the problems are.  Whilst 120 people said they had experienced discrimination at work, 846 people reported being the victims of bullying, aggression and harassment; in  601 cases, employees told us that they found some relationships in the workplace difficult, although they had not identified this as being bullying - nor discrimination-related. 

There are two significant elements to this: many organisations believe they have good anti-bullying systems in place, and for every person who personally experiences bullying at work, another five report that they have been negatively affected by their peripheral awareness and/or involvement.  What often happens, however, is that the energy is applied at the severe end, when the organisation has been made aware of the bullying and has a disciplinary process to apply to the situation.  The trouble with this approach is that it waits until the behaviour has become so prevalent that it meets the burden of proof that would be required in a law case.    In fact, to arrive at a point where bullying takes place, a whole series of behaviours must have taken place – often unchallenged – to allow bullying to be incubated. 

To address this significant negative element of work, employers need to develop a culture in which the minor indignities are addressed, in which Dignity at Work is something that runs throughout the organisation and in which colleagues will challenge unwarranted low-level behaviour, rather than wait for it to become formalised through a corporate grievance or disciplinary system.

Managers must be aware of how conflict can be identified, the symptoms, signs etc. Having resources & interventions in place to manage and resolve conflict are highly valuable, for example, trained individuals within the business to carry out internal facilitated discussions, external mediation service where necessary, skills training for managers in conflict management and/or mediation skills.

 

For more information on how to manage conflict during change, or for a copy of the Clinical Director Report please contact uk.info@right.com « Back to News Room