Sally Jetson and Associates Pty Ltd
in conjunction with Mt Lawley Professional Centre

Understanding Conflict

Understanding Mediation and Conciliation

When is conflict unhealthy? When it is: • Used to contribute to ‘grudge building’ rather than ‘bridge building’ • Avoided and goes underground • Set up as ‘winners’ and ‘losers’ • Damaging to others and to productivity • Obsessive
How to tell if conflict is constructive or destructive .... There are four basic elements to look for when you are re-examining a conflict between employees or groups to see if it was constructive.	Why is conflict unpopular? • People are not trained to deal with it • Families don’t usually handle it well • Fears abound when conflict is present - of rejection - of violence (verbal or physical) - of losing - of not feeling in control of oneself - of winning and upsetting others
Checklist for Constructive Conflict 1. Can the people (or groups) work better with each other, with a stronger relationship? NB. Don't ask “Do they like each other more?” This would be nice, but it is irrelevant. 2. Is there a workable level of trust between them? 3. Are the parties generally satisfied with the result, or at best, willing to live with it? 4. Has the ability of the parties to resolve future conflicts been enhanced?	What is there is no one to help resolve the conflict? Sometimes there is no mediator available and those involved in, or effected by, the conflict may need to take action. In this case you can … • Invite others to engage in problem solving with you. • Work through steps 1-5 in the next column together. • Revisit these steps if the conflict does not settle or recurs.

Steps to resolving conflict
1. Invite the other person to talk with you to solve the problem in a way that will keep you both safe. If things are a bit tense, a neutral third person might act as a go between for the parties. If there isn’t anyone who can help, agree to some ground-rules before you start.

2. Seek co-operation and good faith in your dealings with each other. Playing the ‘blame game’ and manipulation will escalate the conflict and destroy any likelihood of trust.

3. Pick a time and private place to meet. If you’re worried about what might happen you may want a third person present who you both feel comfortable with and can agree upon.

4. Get agreement on the reason for meeting Eg, are we both agreed that we’re meeting today to solve the problem of us continuously getting into fights about firstly, about the way we speak to each other at work and secondly, about how we split the rosters?

5. Write down the points you both want to address. This is an agenda. Stick to the agenda and the issues. Stay away from personal attacks or ambushing (bringing up surprises out of left-field).

Copyright 2006 Sally Jetson & Associates Pty Ltd

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Bullying, Harassment, Mediation, EEO, Investigation Training, Contact Officer Training, Grievance Officer Training and Workplace Conflict and Behaviour Services in Perth Western Australia