The HR Goss

Exchanging memories and meaning in the resolution process

noreply@blogger.com (People Resolutions) — Mon, 25 Nov 2013 09:15:00 +0000

After a weekend of 50^th anniversary’s (President Kennedy’s assassination and the first episode of Dr Who) I recall in detail my own experience of 22 November 1963. My mum and dad had gone out to the cinema and left me and my twin brother and my older sister to get ourselves to bed as they would be late. My sister was 17 and was very organised getting me and my brother in our pyjamas good and early. When we saw the announcement about President Kennedys’ assassination on our grainy black and white TV we didn’t know what to say or do. Eventually we wrote a brief note for mum and dad ‘Kennedy Assassinated’ on a scrap of paper and got on with watching what I believe was a comedy tv programme – Harry Worth ( He did a weird reflection routine in a shop window in the titles). Laughing just seemed wrong. It seemed we had lost a relative not just a politician.

We went up to bed a little late and I was startled and apparently very tearful and dozey when mum and dad came in from the cinema and woke us all up when they saw the note. They had not yet heard the news! That could not happen today with mobiles and the internet!

This story reminds me how important exchanging memories and meaning are in resolution processes. Memories often do cluster around significant events but can remain dormant until the event is recalled. It is these memories that give the event meaning. For mediators it is all about exploring narrative and exchanging meaning. Mediators will encounter at least two different versions of the same events. They do not need to decide which is true but unlock each narrative and get the parties to exchange meaning. What has happened in the conflict scenario becomes less important as what it means grows in significance.

With shared / common events a listener can get distracted by internally comparing his / her version with the speaker. This is where clean sheet listening comes in handy with each party to mediation in separate party sessions - putting aside your own experience, suspending judgement and using open questions to build narrative and understand what is important to the speaker.

With the parties together you may need a prolonged period of structured sharing and open exploration of what each party believes has happened and what it means. Resist and challenge requests to validate one version above the other. Eventually people may need to agree to differ about what significance the events have. The mediator’s role here is to move beyond the past and create a new understanding between the parties which will create a new future without disrespecting the events of the past.

By the way, although the moment may have passed please let us know what you were doing on the 21 or 22 November 1965? Sharing memories is great.

John Crawley

Premier League Managers’ tips on difficult conversations

noreply@blogger.com (People Resolutions) — Mon, 18 Nov 2013 09:34:00 +0000

Some good learning for all managers around difficult conversations has recently emerged from an unlikely source – football – better known for causing conflict than resolving it.

A new book ‘The manager - Inside the Minds of Football’s Leaders[1]’ has a section on ‘how to have tough conversations’ which has some useful material. Glen Hoddle an ex England manager knew that a tough conversation with the most famous England player – Paul Gascoigne was coming but he was determined to tackle the core issue and not avoid it.

‘I had to sit him down in the hotel one-to-one and I spoke to him with the facts. “Listen Paul, for a year I’ve been telling you if we get to the World Cup it could be magnificent for you. You’re at your peak – but you haven’t listened and now I have to make this decision.” It was a tough tough decision.’ Hoddle had signposted his intentions, kept in touch over a period of time and was crystal clear about the reasons for his decision.

David Moyes (now Manchester United manager) ‘takes the decision rationally then prepares emotionally’: ‘I remember the tough conversation when I changed the captain. I looked for the best way to do it, tried to be fair and did what I believed was right. It was a long thought process – I don’t make these decisions lightly. Then I worked out how to give him the message a way that would keep him completely engaged and playing well.”

Carlo Ancelotti (Real Madrid manager) emphasises the value and the difficulty of empathy:

‘I think you have to show the player your character, because in a group it is normal to have a better relationship with one and a different relationship with another. By showing your character you build trust – and in this way I was able to keep friendships even whn making tough and unpopular decisions.’

Clearly at the top of the current football tree management skills have advanced massively since Ron Atkinson – football pundit and ex manager of Manchester United:

‘They’ve picked their heads up of the off the ground and now they have a lot to carry on their shoulders.’

John Crawley (PRL general manager)

Commissioned recently by the ‘Manager’ (The Magazine for the League Managers Association) to write an article on having challenging conversations as it was requested by a number of managers.

[1] Carson, Mike, The manager. Inside the minds of football’s leaders. Bloomsbury 2013.

Effective conflict resolution essential to manage the risk of failure in strategic partnerships

noreply@blogger.com (People Resolutions) — Tue, 12 Nov 2013 09:40:00 +0000

Recent research - Organising HR for partnering success -–from the CIPD indicates that ‘the number of strategic partnerships (including joint ventures, outsourcing, strategic alliances, and public-private sector commissioning models) is increasing, yet the failure rate of these arrangements is between 60% and 70%¹. Unsuccessful partnerships waste time and damage relationships, and ultimately therefore do not serve customers.’

Dr. Jill Miller, CIPD research adviser and co-author of the research, said: "In partnering arrangements, HR finds itself not only responsible for the design and delivery of the people agenda in their own organisation, but also across the partnering network.’
"Managers' roles also become more intricate in partnering arrangements, often managing teams which include those who report directly to them as well as people employed by a partner organisation.’

Professor Paul Sparrow, the Director of the Centre for Performance-led HR and Professor of International Human Resource Management at Lancaster University Management School, acknowledges the risks of strategic partnership and emphasises the need for effective conflict resolution:
"The risks can be planned for much better - we have to think about the best ways to ensure co-ordination, communication, control, and capability across all the partners - and that means dealing with conflict and cultural problems."

We recommend that HR takes the lead in this vital role designing and implementing a conflict resolution strategy across all the partnership. Conflict in strategic partnerships is normal as complexity, diversity and cultural differences can put pressure on working relationships, communication and ultimately performance.

PRL’s ABC model of workplace conflict resolution (Designing Resolution Architecture and putting in place Resolution Building Blocks to encourage a conflict Resolution Climate) helps HR think and act in a structured way about conflict across strategic partnerships. Here are some steps to consider:

1) Think about the types of conversation and working relationships you need across the partnership and design in Resolution Architecture (policies, guidance and strategies emphasizing commitment to early, effective, efficient conflict resolution):
2) Vision and consolidate common ground and build commitment to collaborative, creative, constructive conflict resolution across diverse organizations and stakeholders
3) Consider what Resolution Building Blocks are already in place across the partnership (conflict resolution trained managers; mediation capacity; access to independent conflict facilitators / coaches; an effective and efficient approach for the investigation and adjudication of formal grievances). Identify gaps, pooling opportunities, increase resolution capacity, introduce resolution efficiency measures and audit and reduce the cost of conflict.
4) Aim to reduce risk and maximise the benefits of diversity by moving away from reactive or avoidance-based approaches to conflict across strategic partnerships. Build and maintain commitment to developing a conflict Resolution Climate which has a number of benefits to strategic partnerships:

· Appropriately managed conflict produces win/win solutions, builds confidence and trust and enables issues to be raised and solved

· Time is saved through early effective resolution and people can get back to work rather than being distracted / stressed by conflict

· Understanding across cultural differences is encouraged and will strengthen working relationships

· Fewer strategic partnerships will fail as an effective conflict resolution strategy will contribute assist significantly to the management of people risk.

For more on working with conflict across strategic partnerships contact John Crawley at john.crawley@peopleresolutions.com. Download the ABC guide here.

John Crawley

The good, bad and the UGLY - Resolving E-conflict

noreply@blogger.com (People Resolutions) — Tue, 15 Oct 2013 09:42:00 +0000

Communication in humans covers an amazing range from affirmation to aggression. We use words, gestures and conversations to build people up and tear them down. Technologically assisted communication can also be deployed across the whole human spectrum. It provides a new, novel arena and platform for conflict.

People Resolution’s investigation, mediation and coaching casework contains growing evidence of E-conflict - miscommunication, inappropriate behaviour, bullying and harassment conducted via email, social media, phone, internet forums, texts. There is also the latent, smouldering conflict cased by a lack of certainty and disagreements about some behavioural conventions regarding the use of technology, devices and on-line communication – a lack of agreed E-tiquette - for example:

· Managers have told us that they find it distracting and disrespectful if other participants monitor or even answer their phones / emails during a meeting

· People are asking to record a conversation on their phone for ‘future reference’ and there is no policy / guidance for this

· Some people broadcast / copy others into emails for no apparent reason or bombard others with emails at times of day well outside normal working hours

This is a difficult are as I mentioned in a recent white paper - Part 2 of the ABC Guide to Conflict Resolution – Resolution Architecture.

· E-tiquette is not sufficiently well developed or universal to enable easy agreement about what is OK for some people and not others

· Many online modes of communication are all about speed of delivery and reply and therefore meaning may get lost or confused in the speed

· Generational/cultural differences may cause significant disagreements about what is appropriate and what is not.

I have not found a lot of effective practice in this area. Most conflict resolution and mediation training and provision do not even cover this area. People Resolutions is currently researching the extent and nature of E-Conflict and what organisations are doing to update their conflict resolution practice in this area. Could you let us know?

What is your experience of E-conflict – what types of situations and challenges have you come across?

What measures have you put in place to encourage user friendly and socially constructive use of technology assisted communication – do you have guidance on E-tiquette?

What specific measures have you adopted for effect E-conflict Resolution e.g?

• Use of on-line mediation, facilitation

• Effective collection of electronic evidence for formal investigations

• Manager training on preventing and managing e-conflict.

I have started this as a discussion in a number of Linked-In groups, or you can comment on this blog or email to set up a conversation with me on john.crawley@peopleresolutions.com

Climate change on a very local basis

noreply@blogger.com (People Resolutions) — Mon, 07 Oct 2013 10:42:00 +0000

I have been working recently on the concept of moving from a conflict reactive to a conflict proactive Resolution Climate[1]. The picture above illustrates that concept from storms to sun.

I have been applying it at an organisational level, but realised that is has significance and impact at micro level. Done well mediation can change the conflict climate between two individuals.

A couple of months ago I walked into a small room in central London followed by two people who walked with hesitant steps, avoiding eye contact and greyed with the signs of worry. They had signed up for a joint mediation session after some weeks of being unsure. One agreed because ‘he could not stand not looking their manager in the eye anymore.’ The manager came along because she thought it was her last chance to get her point of view across.

I had met them each four weeks ago and the mediation planned for the same day was paused. Each was relieved to have spoken and been listened too but were doubtful of their ability to go to the next step, lacking confidence about their colleagues intentions. A cloud of disappointment hung over the manager and a storm of triggered frustration sat just below the member of staff’s edgy surface.

The parties were brave to eventually agree to meet one another in a joint mediationsession. For them the risk was worth it.

The manager was patronisingly phlegmatic early on which caused simmering resentment and initially I had to pause the parties a lot, acknowledge, clarify and defuse the tension. As me moved into sustained direct dialogue each started opening up about context – their own lives, the things they kissed about the work environment and the pressure in what used to be a ‘soft’ job. They also started to get where the other one was coming from. A lot of gesturing, shrugging and some spicy language but now accompanies by engaging, more open body language and less personalised tone.

I could feel it and so could they. Their differences were present but less significant. They had found a way through the no-eye-contact fog and their real feelings and needs were coming out.

Two and a half hours after we entered the room we emerged with an agreement on all issues pertaining to work duties and communication issues. They were more upright, less hesitant and continued to talk as they headed off along the corridor. The shadowy ghosts who had arrived had been re-inhabited by real people – animated, solid and more together than they had been for some time. Just imagine the climate change when they arrived back with their team!

John Crawley

[1] See Resolution Climate – Part 4 ABC Guide to Workplace Conflict Resolution at http://www.peopleresolutions.com/resource/abc-guide-to-conflict

Conflict climate change and the global warming debate

noreply@blogger.com (People Resolutions) — Tue, 01 Oct 2013 08:11:00 +0000

Research purporting to confirm categorically that global warming is happening and is caused by humans has been released and fiercely debated in the UK on this warm Autumn weekend in 2013. To my inexpert eye the evidence is extremely persuasive and I would like my country to recognise that if we caused climate change then we have a responsibility to do something about it. I, like thousands of others, take a number of practical, ‘green’ measures – recycling, energy conservation, family carbon footprint reduction. I do not believe that this alone will have a global impact unless governments and commerce become more proactively and collaboratively focused on a solution. On a national and international scale the lack of political consensus around this debate has led to a rather reactive rather than pro-active approach.

This is mirrored to some degree when we look at workplace conflict climate. There is some evidence of ‘warming’ as the ER landscape has shifted away from collective to more individually based workplace disputes. Latent conflict (which simmers and causes stress, sickness and ultimately poor performance) also seems to have risen. The use of mediation on such situations has gone up by 14 per cent since 2008[1].

Successful mediation projects basically increase mediation capacity, then encourage individuals to make better resolution choices e.g. mediation before grievance where possible / appropriate. The indications are that this increases resolution rates and saves money, time and stress. Admirable, but just as with global warming individual acts will not achieve lasting change without some leadership and investment – is this enough. Many mediation services are fragile, underused and still battling against a reactive conflict avoidance or ‘battle it out’ culture. They only really wheel into action when a ‘case’ appears.

I am confident that there is more to come from mediation in many organisations. There are benefits in aspiring to a conflict climate change relevant to your organisation and people. I am currently exploring this area in Part 4 of the ABC Guide to Workplace Conflict Resolution – Resolution Climate[2].

I am taking an overview of:

What some of the features and benefits are of a conflict resolution climate
How to identify and benchmark factors which enable existing or new mediation projects to achieve more lasting proactive changes towards a conflict resolution culture
How different types of organisations may need more tailored / customised approaches in order to achieve conflict climate change.

I welcome and examples / case studies from anyone out there who has a project they believe contributes to conflict climate change in their organisation. Contact me at john.crawley@peopleresolutions.com.

John Crawley

[1] ACAS Workplace Snippets Mediation can help more organisations improve their workplace culture Sept 2013

[2] See http://www.peopleresolutions.com/resource/abc-guide-to-conflict

The fragility of mediation

noreply@blogger.com (Anonymous) — Mon, 23 Sep 2013 08:31:00 +0000

Last week I ran a workshop for some senior, capable HR people from UHR (University Human Resources). The theme was ‘How to make the most of mediation in your workplace.’ We had discussed some really creative ideas about managing resistant parties and managing difficult behaviour – reframing, proportionate conflict facilitation, staying in the impartial mediator role under pressure. As ever, though an underlying theme of pessimism and frustration seeped in as people recounted examples of parties ‘who were just going through the motions’ or ‘wanted revenge or an apology and nothing less’ or ‘didn’t think anything was to do with them so went into denial.’

Of course these situations can be difficult to mediate, and may end up with an incomplete, ineffective or no resolution. These doubts may even prevent the parties going beyond separate meetings. But why does this seem to undermine user confidence in mediation disproportionately? Paul Latreille described this as the ‘fragility’ of mediation:

‘Attitudes towards mediation are in many instances only as positive as the last experience.’

Yes a mediation that does not work out a planned is difficult, but why do we focus on the ‘failures’, the difficult moments and unresolved conflicts. Most of my mediations and those of several hundred colleagues result in success in over 75% of cases (monitored and based on party and client feedback) – issues resolved, communication restored, working relationship improved.

I hope I was positive at my workshop, acknowledging that difficult situations leave their mark and damage confidence, but also encouraging bold, honest and accurate reflection of the many positives that mediation produces. Let’s get the success stories out there. Build confidence by recruiting, training and developing mediators to a high standard.

John Crawley is running our market leading Workplace Mediator 5 day course in London on Public Programme on 13, 14 and 15 November and 20, 21^st November.

John Crawley

The FAIRER workplace investigation process– preventing the rogues

noreply@blogger.com (People Resolutions) — Mon, 09 Sep 2013 08:00:00 +0000

I don’t know if you’ve noticed but the Home Office is to introduce a new system of regulation for private investigators to protect the public from unscrupulous activity. The idea is to prevent rogue investigators unlawfully infringing on the privacy of individuals.

Workplace investigations are luckily not dogged by such rogue individuals but it does sometimes feel as though organisations do not put a high priority on supporting and quality assuring their investigators in what is a complex, risky role.

I’ve recently distilled People Resolutions’ vast experience of workplace investigation into the FAIRER model and I hope this will help those of you who are assigned to investigating workplace grievances, disciplinaries, bullying and harassment allegations and other matters.

This is how it works. First the FAIRER acronym captures the spirit of the central value of effective workplace investigation. Investigators need to be demonstrably fair – recognised as fair by a range of stakeholders, parties and their representatives in their management and recording of the process, in their verbal exchanges, treatment and respect of the parties, and in any written material they process or produce.

Fairness isn’t just in the head or heart. It involves preparation, following designated structures and principles and rigorous attention to detail. Policies give some guidance on process and many organisations do have maps, templates and model documents to help investigators act consistently across a range of situations with a range of stressed, demanding parties often with polarised perceptions.

The structure of thinking and working provided by the FAIRER model supplements and dovetails well with workplace policies and procedures.

F- Find out – what is to be investigated and agree the terms of reference (investigation plan), what are the issues and allegations, what is the evidence, what happened and what can help understand and assess what happened

A– Analyse – apply objective, impartial, rational consideration to reflect and begin to structure what you have and begin to weigh it up against the allegations

I – bring Insight – consider the weight, type of evidence, levels of proof required, utilise external guidance, definitions, seek more information and clarification if required

R- Report – pull together evidence, conclusions, findings* in a detailed, structured report according to policy requirements and the terms of reference

E – Evaluate - explain and get feedback on the report and findings / recommendations with key parties, check in with commissioning person for feedback as appropriate

R - Reflect on learning emerging from the investigation and disseminate as appropriate.

John Crawley

*If Required

Conflict weariness – that very human trait

noreply@blogger.com (People Resolutions) — Tue, 27 Aug 2013 10:48:00 +0000

Like doctors mediators can be forgiven for developing an overly negative view of life and of people. The overwhelming majority of patients are unwell. Doctors do very little work with the healthy. Life’s infections and afflictions dominate their perspective. Most doctors are extremely busy. The unwell are ever-present. Mediators too see people who are in a painful place in their life or work. This is not a reducing phenomenon. Although resolution provides a soothing palliative for the mediator and the parties, I am frequently shocked by the ease with which people disagree and fight and the range of issues which provoke them.

Time and time again unresolved conflicts are concealed, suppressed or ignored. Disputants in the meantime download frustration, manipulation, aggression and oppression on anyone who happens to be around. Some relish conflict, others are defeated by it. Conflict bleeds outwards and has catastrophic effects on capability and performance. Most UK managers feel ill equipped to manage conflict. Workers in the UK are certainly more willing and able to raise issues and assert their rights often across boundaries of hierarchy and status. Significant amounts of time are consumed as managers are confronted with ‘people problems’ – grievances, disputes and negative behaviour.

Human conflict remains a continuing challenge for many of us. It can weigh us down. Like pheasants in the country or pigeons in town evolution does not seem to have improved our reaction to dangerous and risky situations. Pigeons or pheasants run at cars or freeze. Humans panic in the face of conflict, react aggressively or become completely immobilized by it. Dysfunctional behaviour is normal when conflict happens. If you feel incapable of saying what you need during a dispute you are not weak or unwell. People say or do unexpected things when affected by the emotion and disequilibrium of conflict.

I have recently been writing about conflict resolution again and at least that has forced me to remember resolution as well as conflict. I have reconfigured my conflict weariness into something more constructive - resolution readiness. If conflict is normal then resolution must figure at least as often as protracted disagreement. We humans are so good at selectively remembering the bad stuff even when surrounded by positive, healthy memories. Read all about resolution readiness for organisations in the ABC Guide to Conflict Resolution and re-energise your approach to conflict.

John Crawley

Conversations that improve everybody’s lives

noreply@blogger.com (People Resolutions) — Mon, 12 Aug 2013 09:13:00 +0000

It is a shame that mediators across different sectors do not often meet and exchange tips very often because there is a lot we can learn from one another. I recently ran a three day mediation training course with Good Relations Oldham who came into being after the Oldham Riots. On their web site they state that their aim is ‘To help build good relations between people, communities and organisations. Independence and impartiality are our guiding principles.’ GRO ‘offers conflict resolution and mediation services and training’ and claims that ‘we can help you develop insight that will change the way you look at conflict forever.’

A team of dedicated, diverse volunteers have trained over 200 people in mediation and conflict resolution skills and also resolved some difficult community issues. When I met and worked with the team, I was really impressed by how each person had a distinctive voice and had chosen to put considerable personal resources into relationship building for a range of personal, cultural and social reasons. This was not a career trip or qualification hunt but an act of conviction.

The GRO practitioners also had a range of stories, anecdotes and snapshots about their work, the people they have trained and the people they work with. Samples of this appear on a recent video - http://www.youtube.com/watch?v=Dmlvss4_trE.

GRO has created a powerful resource achieving much more than just an improvement of case resolution rates. When workplace mediators finish their training they are often equally inspired by what they have learned about themselves, and the positive nature of mediation. Hopefully they retain and develop their optimism as they work through their cases. Many organisations leave it there and do not make the most of what they have created.

What I learned from GRO is that it is possible to go beyond casework and offer much more than just an alternative to more formal, legal approaches to conflict resolution. This dedicated group has developed beyond mediation casework to also provide training, conflict coaching, community building and group facilitation. This is a model that I believe could suit many workplaces. Just imagine the spreading the skills and self-awareness that build good relations and encourage challenging ‘conversations that improve everybody’s lives.’

See more about ‘going beyond casework in the up and coming ABC Guide to WorkplaceConflict Resolution – Part 2 Resolution Architecture.

John Crawley

Adding Conflict Management and Mediation Skills to Management Competencies – Improving the Resolution Architecture

noreply@blogger.com (People Resolutions) — Mon, 29 Jul 2013 08:00:00 +0000

Including Mediation A new study on Forbes suggests that CEOs are doing a ‘lousy job when it comes to people management’ and the ‘lowest rated skill was conflict management.’

http://www.forbes.com/sites/susanadams/2013/05/23/ceos-are-terrible-at-management-study-finds/

Listening skills, empathy and compassion also scored badly (23%). Of course CEOs need to focus on the bottom line and their decision-making ability is rated much higher in this study. This managerial skills defecit has also been noticed in recent CIPD Fact Sheet on Employee Relations at work

‘Managing the employment relationship rests heavily on the shoulders of line managers, but their competence in this area is, in general, seriously neglected…..A much wider area of knowledge is now required, along with the skills to apply it, including communications and conflict management.’

It is difficult to achieve a balance between people skills and technical, business and professional skills when designing leadership and management training. I believe that the Resolution Architecture at work and general levels of trust, engagement and capability would be improved and resolution-readiness increased if Conflict Management and Mediation skills were more prominently featured in Leadership and Management competencies and standards (see our ABC Guide to Workplace Conflict Resolution). As these skills contain listening, building trust, facilitation and working across diverse teams this change would also have a positive impact on engagement, trust and capability.

I recently sat on a working party leading a Skills CFA review and update of Leadership and Management National Occupational Standards. Conflict resolution and mediation skills barely appeared at all amongst a mass of competencies seen as leadership and management essentials. Without some mention in the standards I felt it was unlikely that these skills would ever be identified as central to success and worth investing in. The Resolution Architecture at work would remain non-conducive to early resolution by managers.

The review panel agreed that this was an omission so I designed a new standard which is ‘about managing conflicts across the broader work environment, between different stakeholders, working at different levels and in different departments or organisations. It covers taking preventative action to avoid the negative impacts of conflicts and resolving conflicts when they emerge.’ NOS are intended as guides to best practice so why not take a look and consider adding some of the skills, understanding and knowledge to your leadership competencies?

Available at http://www.sqa.org.uk/files_ccc/CFAM_LDD5.pdf or http://www.skillscfa.org/images/pdfs/National%20Occupational%20Standards/Management%20and%20Leadership/2012/Management%20and%20Leadership.pdf.

Many of these skills are covered in our conflict resolution and mediation training courses which you can find on our website but do get in touch to info@peopleresolutions.com and be sure to download our 'ABC Guide to Workplace Conflict Resolutions' guide and watch our video series.

John Crawley

How to Disagree Well

noreply@blogger.com (People Resolutions) — Mon, 22 Jul 2013 09:07:00 +0000

Listening to the radio on the way into work the other day I heard ‘Thought for the Day’ in which The Revered Ruth Scott, an Anglican vicar in Richmond spoke about managing conflict on a highly emotive issue – Women Bishops - that comes with centuries of beliefs, history and values attached. Ruth mentions that ‘Many of our decision-making processes require us to take sides, to win arguments, to beat the opposition and to gain power by defeating ‘the other’. It doesn’t have to be that way.’

Ruth also outlines core skills that she used such as listening attentively, ‘holding in sight the humanity of the other’ and ‘respecting the right of the other to share their story.’ This piece recognised the need to look at processes and skills when attempting to resolve age-old differences. The fact that this proactive, dialogue based approach is being applied to such a difficult conflict is encouraging.

I have spent most of my working life helping people at work to ‘disagree well’ - a concept which is threaded through our new ABC Guide to Workplace Conflict Resolution. This series of whitepapers is full of ideas and practical steps to take. The ultimate goal is to create an environment at work in which conflict is no longer viewed as something that spreads fear, confusion and closed thinking. ‘Resolution ready’ organisations resolve conflict in a positive way, so that disagreement becomes a fertile, engaging experience in which ideas flourish, performance is restored and trust rebuilt.

I wish the Revered Ruth Scott all the best in her facilitation endeavours. The full text Ruth’s short talk are published below:

“Words, words, words, I’m so sick of words.” So sang Eliza Doolittle in My Fair Lady. She reminds us that while it may be good to talk, communication isn’t always all it’s cracked up to be. Over the weekend I was helping to facilitate conversations at General Synod between members whose views about Women Bishops are very different.

One reason why communication goes pear-shaped and conflict occurs is because fear prevents us having difficult conversations in the way we need to have them – by listening attentively, respecting the right of the other to share their story, taking responsibility for the consequences of the different choices we have, and always holding in sight the humanity of the other. The conversations at Synod were painful because members heard how damaging earlier debates had been, not only to themselves, but to those they opposed.

Acknowledging shared pain and working to reframe the dialogue was emotionally costly, but by the end of the day the message coming back from the groups was how much more of these facilitated conversations they wanted. This wasn’t because they worked like magic enabling everybody suddenly to agree with everyone else, but they offered another way of addressing difference. Many of our decision-making processes require us to take sides, to win arguments, to beat the opposition and to gain power by defeating ‘the other’. It doesn’t have to be that way. I was profoundly moved by members in my group holding diametrically opposed views who, after expressing their pain and anger, went on to work together to try and find ways forward that took seriously the perspectives of all of them. While agreement may be desirable, Chris, it may be more important to learn how to disagree well.’ ©BBC Radio 2

Read Part one of the ABC Guide- 'Conflict is Normal: Are you Resolution Ready?' or email us at info@peopleresolutions.com to be the first to receive the series.

Unresolved Conflict Stops You Working

noreply@blogger.com (Anonymous) — Mon, 15 Jul 2013 08:33:00 +0000

The cost, risk and stress associated with unresolved conflict at work is well documented.

‘Conflict between individuals in the workplace can cost an organisation dear. In 2011–12, there were 186,300 employment tribunal claims (MOJ 2012). Over the

past decade there has been a significant increase in employment rights legislation, providing additional avenues for employees to seek recourse through formal channels. People are also now more aware of their rights at work. This expanded legal framework means that, if employers do not manage conflict effectively, the consequences can be serious.[1]’

Negative conflict narrative is abundant and persuasive. The following conflict snapshots are from real life situations:

Levi doesn’t like difficult conversations so he avoids monitoring Stanislav’s performance. When ‘Stan’s performance suddenly dips Levi sends a formal sounding email to set up a review meeting. Stan responds by putting in a grievance for bullying and goes off sick with stress.

Team Gold at the Crawley Call Centre like a ‘bit of banter’ and often pepper one another with texts and emails. They’re all OK with that including the manager as it ‘oils the wheels.’ Two new team members start and are welcomed by a jokey email in which the word ‘gay’ appears. One of them goes to the Team leader and is in a dilemma being gay but not yet out in this organisation.

Sigmaplusplus computing has 11 employees and is a family run business. The director and lead IT specialist disagree aggressively about spending £3000 on external IT support when ‘it was thought this could be handled in-house.’ An external mediator is brought in and the two central parties agree to differ and move on. No-one else is involved and the mediation is kept quite ‘secret’ and the atmosphere continues to worsen. Production dips.’

Grimmingtonland Council has a in-house mediation service and it gets 4 cases a year all of which have been successfully mediated. They are happy with that after a £10,000 plus spend.

Professor Bingaling from Sinistre College is a well know flirt, maverick academic and very direct manager. He has had 4 grievances taken out of him all without a proven outcome. He brings in significant research funds and staff think he is untouchable.

All of these stories could have positive conclusions. One of our aims with the ABC guide to Workplace Conflict Resolution is to show how to turn these negative conflict situations around. Watch this space.

John Crawley

[1] Mediation An Approach to Resolving Workplace Issues; ACAS CIPD paper Feb 2013

Conflict is normal – replacing negative narrative with positive stories

noreply@blogger.com (People Resolutions) — Wed, 10 Jul 2013 07:58:00 +0000

Conflict is all over our papers, screens and social media – a global phenomenon. Conflict voyeur programmes like Big Brother and Jeremy Kyle incite participants to disagree knowing that we will all watch thinking smugly that we are better than that. Resolution is a far less frequent visitor to our screens than conflict.

Conflict is dramatic and to some compelling and involving. But it need not always be so negative, so scary. Conflicts within the context of our own working and personal lives are within our control. They are normal consequences of empowered citizens and diverse working communities. Different people sometimes fall out. If we accept that conflict happens then for sure there will be solutions out there too.

In the workplace over the last 25 years I have seen panic when conflict happens, treating it like a disease of illness. People freeze, fight or run away. I also have massive personal experience of a more positive approach to conflict based on early win/win resolution where managers have boldy stayed impartial, set up mediation-style meetings and transformed working relationships. I know of external mediators who have settled long-term disputes over working conditions and restored confidence and capability. Even when some bad behaviour has alienated a team and provoked calls for ‘justice’ I have seen an independent investigation lead to positive change through clear evidencing of the bad behaviour and an onset of restorative work like coaching or training.

Resolutions reduce the fear and anger around conflict. They also demonstrate how conflict can be a positive force for growth and change. The challenge for conflict resolvers out there is to replace the damaging negative stories around conflict with positive ones. Perhaps what we really need is a blockbuster movie which shows conflict AND resolution – Win Hard, The Texas Cando Mediator, Harry Potter and the Resolution Stone, Despicable Mediator 2 ?

Reframing Resolution - The ABC Approach to Workplace Conflict Resolution (A taster ahead of next week’s launch)

noreply@blogger.com (People Resolutions) — Mon, 01 Jul 2013 07:54:00 +0000

The ABC approach is based around three new reflective metaphors designed to help you think about where you are, what works and what else you need to do to manage conflict at work successfully.

· Using Resolution Architecture™ - to design a resolution-ready workplace.

Introducing or enhancing Resolution Building Blocks ™ to increase resolution capacity, introduce resolution efficiency measures and reduce the cost of conflict
Changing the Resolution Climate™ - moving from conflict reactive behaviour and thinking to a conflict resolution culture

Over the next few months we will be releasing some really useful guides using this approach.

Resolution Architecture ™

I’ve developed this term to encourage reflection on the processes, structures, systems, physical environment, social media that house, give context to and condition individual, team and collective workplace conflict resolution behaviours and thinking.

Like architecture in general, resolution architecture sometimes works and sometimes does not achieve its intended purpose. Resolution architecture is often an accident of occurrence rather than design. Over time fashions change and architecture is particularly prone to the influence of strong powerful people and of fashion. Resolution architecture is the same.

For example most grievance procedures give structure and context to conflict conversations but they were designed in a time of deep industrial unrest with significant mistrust between employer and employee. These processes need a new design, an architectural update.

Architecture is also about accommodating improvements in technology and it is important to reflect on how on-line and e-communication can both encourage conflict and assist in its resolution. I suggest you include that if you are redesigning up to date resolution architecture.

Resolution Building Blocks ™

These are the practical, substantive measures that can be introduced to create a resolution capacity where there is none, or improve existing capability. Without building blocks architecture becomes a fictional pursuit. They put the substance into the concepts and ideas. In tough times spending is tight but be reassured many resolution building blocks do not cost a fortune. Nor are they for big organisations only. A wide range of effective models and tips will be included in the Resolution Building Blocks section of the ABC Guide. For example the ‘Talk-it-Out’ resolution and mediation model; the RESPECT model of conflict coaching.

Resolution Climate™

Resolution Climate™ describes the more intangible aspects of atmosphere, culture, habit and circumstance that conditions how we feel and think about conflict at work. Unlike the weather Resolution Climate is susceptible to control. In Section Four of the guide we will be looking at what characteristics and values need to be developed to encourage a resolution culture. Initial research suggests that there are some organisational characteristics more conducive to mediation than others (1) such as how ‘democratic’ or ‘communitarian’ an organisation is.

You may already have in place some of the ingredients conducive to a Resolution Climate. We will be inviting you to share your experience of creating a conflict resolution climate. Many organisations across a range of sectors are starting to use mediation more and have some Resolution Architecture and Building Blocks in place. The Army and Barnardo’s; Citi Bank and the Greater London Authority; NHS Grampian and several private schools. At first glance these organisations could not be more different in terms of sector, values and purpose but they have all funded mediation.

One thing they share is the ability to substantiate the business case for mediation and raise resources. They also share some belief that win/win and not win/lose resolutions have a value for working communities. The ability to engage stakeholders, and building resolution awareness and commitment is also a key ingredient these organisation share.

For more information start collecting the ‘ABC Guide to Workplace Conflict Resolution’ available exclusively from People Resolutions Ltd – released in four monthly guides by signing up at info@peopleresolutions.com

John Crawley

References

1) Mediation: A critical analysis of the changing nature of dispute resolution in the workplace (BUIRA Conference June 28 2012) AJW Bennett

Mediation – transforming workplaces - Are you resolution ready?

noreply@blogger.com (People Resolutions) — Mon, 24 Jun 2013 07:30:00 +0000

As we’re about to launch our ABC guide to Workplace Conflict Resolution I wanted to expand the conventionally narrow definition of mediation as a ‘dispute resolution process facilitated by an impartial third party who assist the parties to resolve disputes in a safe, confidential, constructive setting.’

I see mediation as a life / work role that people need to step into when circumstances suggest it might be appropriate and when it is potentially useful to others. Like other life roles – manager, carer, parent, friend or partner – the mediation role involves the deployment of a group of identifiable behaviours such as impartiality, active listening, conflict facilitation and resolution techniques. These skills are hugely beneficial in the workplace for leaders and managers.

Mediation also involves using language in a neutral, non-judgemental way – for example saying to people what you need from them rather than what you think of them.

Resolving to get the best out of people

The mediation approach to conflict resolution is driven by a set of optimistic values[1]:

• Conflict is OK and can lead to positive growth and change

• Most people do not choose to be difficult or negative with others , but become so when their needs are not being met, or when their own needs clash with others

• Win/win solutions are more satisfactory than win/lose

• People at work have common interests but often fail to recognise them when in a conflict

• People can balance their own needs with others and find mutually acceptable resolutions

• People often do not think straight when they are in a stressful situation but are able to come up with workable solutions if their stress is reduced

• Conflict resolution enables diverse communities to understand and work with one another to achieve their full potential

• Once people who have different views and values start communicating constructively about their differences they will be more able to work together and trust one another.

Mediation turns an argument into a win/win discussion and agreement. Workplaces will benefit tremendously if mediation values, thinking and behaviour is put at the centre of people management strategies. See how you can do this in the soon to be published ABC Guide to Workplace Conflict resolution. Sign up to receive your copy here.

John Crawley

[1] Argument to Agreement – Resolving Disputes through Mediation, Crawley J, published by JCMediation June 2012

People Resolutions announce 'Conflict is normal – are you resolution ready?' whitepaper

noreply@blogger.com (People Resolutions) — Mon, 17 Jun 2013 10:43:00 +0000

People Resolutions are excited to announce our a new series of practical, positive white papers from John Crawley, the UK’s most prolific author and thought leader on workplace conflict resolution and mediation. These will build into the ABC Guide to Workplace Conflict Resolution aimed at helping people at work:

Change the way they think about conflict resolution
Change behaviour from conflict reactive to conflict proactive
Learn how to use Resolution Architecture™ to design a resolution-ready workplace
Create Resolution Building Blocks ™ to reduce the cost of conflict
Build a Conflict Resolution Climate ™ to enhance engagement, resilience and performance and move away from a conflict reactive environment which stops you working.

A series of articles will be published monthly from July 2013 containing strategic and practical advice based on 25 years of workplace resolution expertise. In those white papers John has also created 3 brand new reflective metaphors - ‘Resolution Architecture’, ‘Resolution Building Blocks’ and ‘Resolution Climate’ designed to bring insight into and change thinking around the challenges of workplace conflict.

The ABC Guide to Workplace Conflict Resolution will assist a wide range of organisations to:

· Work through conflicts constructively to rebuild communication, restore trust and revive performance
· Manage their conflict risk effectively

· Send a strong message to everyone in the workplace that there is a commitment to resolution and working together when things get tough
·         Aim for conflict resolution excellence
·         Address conflict early and avoid costly escalation
·         Take a fair, appropriately challenging approach when resolution is not possible or appropriate
·         Reduce resolution costs and introduce resolution improvement measures
·         Significantly reduce the cost of conflict at work
·         Resolve disputes within the workplace and get people back to work.
·         Make the most of resources that you invest in conflict resolution and get a good return on investment
·         Get on with one another and your work.

The white papers will be supported by regular videos, blogs, articles and webinars.

Sign-up now here to be the first to be updated.

Next week, our blog will be a preview before the July launch and publication.

Reducing Email stress at work through 'E-tiquette'

noreply@blogger.com (People Resolutions) — Mon, 10 Jun 2013 11:11:00 +0000

According to an up and coming study from Loughborough University reading and sending emails prompts tell-tale signs of stress including elevated blood pressure, heart rate and levels of the hormone cortisol.

The conflict risks of E-communication is one of the areas covered in our new White Paper coming up in July.

Prof Tom Jackson of Loughborough University, who led the study which has not yet been published, said: "The brain can only deal with eight to 12 tasks at any one time and if you can't shut those tasks down you start to become overloaded and fatigued.

"Multifunctional devices like Blackberrys and iPhones allow workers to be accessible 24-hours a day unlike ever before [but] because of this it is likely that there will be an increase in stress levels."

Researchers who followed a group of 30 government employees found that 83 per cent became more stressed while using email, rising to 92 per cent when speaking on the phone and using email at the same time.

Although receiving a single message was no more stressful than answering one phone call or talking to someone face-to-face, emails had a stronger effect overall because people received so many each day.

Emails which were irrelevant, which interrupted work or demanded an immediate response were particularly taxing, while those which arrived in response to completed work had a calming effect.

The study also found that people were unable to identify accurately when their body was showing signs of stress and often were unaware of their state, he added This would indicate that employees might find it difficult to self-regulate their use of communication media to ensure they do not become overwhelmed by stress."

Do you have any examples of e-mail stress and conflict?

We will be launching a useful whitepaper highlighting the issues of conflict- including Etiquette

How chance remarks can be very dangerous – responsible resolution tips

noreply@blogger.com (Anonymous) — Mon, 03 Jun 2013 11:30:00 +0000

Lord Feldman, the conservative party chairman has been quizzed recently over allegations that one of David Cameron’s inner circle described party members as ‘mad-swivel eyed loons’ (http://www.independent.co.uk/news/uk/politics/tory-lord-feldman-to-face-questions-about-allegations-he-described-grassroots-activists-as-swiveleyed-loons-8622933.html )

Youth Crime Commissioner, Paris Brown, found her online social media comments caught up with her in the workplace (http://www.guardian.co.uk/uk/2013/apr/09/paris-brown-stands-down-twitter)

These ill-considered derogatory remarks are all part of our attempt to establish a Social Identity[1] by identifying with a group. This gives people an important source of pride and self-esteem, a sense of belonging to the social world.

If we kept these opinions to ourselves they would not be so risky, but humans are by nature ‘leaky’ – texting, tweeting and talking with friends and colleagues in an emotionally charged, ill-considered way.

We have come across these situations time and time again when People Resolutions mediators are called in to restore working relationships, or investigators assigned to determine what happened and whether it is a disciplinary matter or not.

Here are some tips to manage chance remarks at the workplace at source:

1) Encourage people to think before they speak, tweet, text of email.

2) Demonstrate respect at senior level – it’s easy to trash or ridicule someone, much harder to give colleagues that you disagree with constructive, non-blaming feedback.

3) Utilise mediation if all parties are willing as it can quickly create conversation about communication styles, stop the behavior and restore rapport.

4) Use ‘virtual mentors’ – a prison I worked in stemmed derogatory banter by inviting officers to create a virtual mentor panel of people who would cause them to check their language if they were in the room e.g. younger sister, grandfather, imam, priest, sport coach. They were encouraged to visualize their virtual mentor if in an emotive conversation.

5) Remind people that their remarks / tweets / texts and emails are traceable and subject to the codes of conduct of the workplace, not just their own personal moral code.

John Crawley

[1] http://www.simplypsychology.org/social-identity-theory.html

All female conflicts at work perceived as more negative – implications for workplace mediators and investigators

noreply@blogger.com (People Resolutions) — Tue, 28 May 2013 08:23:00 +0000

If you are about to mediate or investigate an all-female conflict at work, watch out for a tendency to view it harshly. New research from the University of British Columbia's business school suggests men and women perceive conflict between two women co-workers as being more harmful and doing more irreparable damage than conflicts between men. (1)

Participants were asked to make judgements on a scale of one to seven on the likelihood that the two managers would be able to repair their relationship going forward, and the extent to which the conflict would affect their job satisfaction and commitment to the company.

Participants rated those involved in all-female conflicts as also being more likely to let the argument negatively influence job satisfaction than male-female or male-male quarrellers.

The study also found that female experiment participants were just as likely as males to see the all-female conflict as more negative.

"I think people perceive female conflict negatively because it violates the way they think women should be," researcher Leah Sheppard told CBC News in an interview. "We want them to be always nurturing and kind and supportive."

It's an assumption that people don't impose whenever men deal with each other, even in a hostile way, she says.

"We are hard-pressed to think of a term comparable to 'catfight' that is regularly used to label conflict and competition between two men," she notes. "This term is troubling because it dehumanizes women and suggests that competition and conflict between women is akin to a disease when, in reality, moderate amounts of same-sex hostility are natural and expected across [men and women.]"

We all have our hooks which make it difficult for us to see things as they are and remain impartial. What do you think? What implications does this have for training workplace mediators and investigators? Do we concentrate too much on the technical side and not enough on the pitfalls of human bias?

We would love to hear your view. Get in touch.

John Crawley

(1)http://www.cbc.ca/news/business/story/2013/02/25/business-sauder-female-conflict.html

‘A manager reluctant to investigate a disciplinary issue’ – I'm not surprised!

noreply@blogger.com (People Resolutions) — Mon, 20 May 2013 07:00:00 +0000

‘Can we compel a reluctant manager to investigate’ asked a Federation of Small Businesses member to the legal team in the FSB magazine ‘First Voice.’ In a recent edition of the FSB magazine Contact the People Resolutions Team for more on improving investigation capacity. The reluctant manager apparently felt he had not been trained for this role.

The FSB legal team suggested that this could be a disciplinary matter as the manager may be seen to be refusing to do ‘any additional duties that are suitable and appropriate for his role.’ Sensibly though the FSB legal team recognised that it was much more important to ensure that the investigation is conducted correctly and not by someone who could later be alleged to be incompetent or biased.

In many small or large businesses investigations continue to challenge even the most skilful and experienced manager. It is one of those responsibilities that people acquire and it comes with great expectations is hugely challenging. Just imagine if you suddenly put in the position of investigating whether or not a college who you had been working with years was a ‘bully’ or not? A team member alleges that they are. You need to interview witnesses, write up notes, put a report together, maintain confidentiality.

We all possess investigative skills to some degree and could not survive if we could not gather verbal information from the people around us, collect documentary evidence, draw conclusions, feed back our information and recommendations to others (say about an area we are thinking of moving to).

In the workplace though people’s livelihood and well being can depend on the skills of an investigator if someone raises a grievance, or makes an allegation of wrongdoing against them. I can see why a manager might be reluctant but I would not then want to compel them to do it, rather support them and their colleagues in ensuring that they did it fairly, rigorously and well.

Contact the People Resolutions Workplace Investigation team about investigation training, outsourcing the most complex, senior investigations, investigator mentoring. If you are a small business contact John Crawley about ‘Investigation Pooling’.

When is a Mediation not a Mediation? When it’s ‘Conflict Coaching’

noreply@blogger.com (People Resolutions) — Mon, 13 May 2013 07:30:00 +0000

Recently we have handled a number of cases where a manager is ‘in dispute’ with a team, or vice versa and we have developed an interesting hybrid approach which offers much to mediation but also to coaching.

Mediation’s strength is its ability to encourage people to move towards common ground, rebuild communication and resolve issues. In these team versus manager situations there are often power issues (e.g. 5 team members v one manager) and blocking behaviours (e.g. lack of of self awareness and destructive, habitual negative management habits) which inhibit the success of mediation.

As many of our consultants have a wide range of assessment, coaching, facilitation and mediation skills they have been successfully creating a tailored process which involves three main ingredients:

o ‘Conflict coaching’ with individuals (often the manager) where necessary to encourage behavioural change and build self-awareness

o Mini-mediations to build resolution and rebuild trust

o A team mediation to reset working relationships, reset future working and restore performance.

This approach is particularly useful we find when a manager or particular team member has had a series of difficult situations. All coaching services explicitly aim for supportive and appropriate behaviour change. Coaches don’t just listen, observe and encourage they must challenge too. Coaching is about improvement and change. ‘Conflict coaching’ utilises a number of tried and tested facilitation and ‘breakthrough’ techniques developed from our years of successful work with challenging situations at work. All our practitioners are committed to a non-blaming and constructive approach.

This hybrid of coaching and mediation is proving successful with a range of customers and can unstick some very blocked situations. We can, of course, also train people in conflict-coaching skills and watch out for some new training courses in this area.

Contact John Crawley for more information.

Does justice always have to mean ‘punishment’?

noreply@blogger.com (People Resolutions) — Tue, 07 May 2013 12:59:00 +0000

Home Secretary Yvette Taylor recently expressed horror (1) when hearing that community resolution was applied in 10,160 incidents of "serious violence" - about 12 times the figure for five years ago. She described the figures as ‘very serious’ and that this it is ‘letting people off.’ She added "That's bad for justice, bad for victims and goes against all the evidence."

Community Resolution is a well established victim-led resolution technique, in many cases including a mediation-style ‘restorative’ dialogue. Yvette Taylor’s comments are understandable but fill me with dismay as they focus on the potentially negative aspects of a mediation-style resolution process which generally has well-evidenced success.

Association of Chief Police Officer's representative Assistant Chief Constable Garry Shewan speaks positively about how community resolution “will be victim-led and above all reflect their views and wishes." Closure for many victims is an important part of justice. Just like mediation, people who may be responsible for bad behavior also get the chance to move on.

ACC Shewan continues "Going through a restorative justice meeting has also been proven to have more impact on an offender than a prison sentence or a court punishment alone, as they see the consequences of their actions and so want to make changes in their future behaviour."

Mediation in the workplace is also uniquely win/win. It challenges conventional views of justice and often generates strong negative reactions. On other hand those who try mediation very soon see its benefits.

There is good learning here for organisations that are thinking of using a workplace mediator or setting up an in-house mediation service.

1. Do not push people into mediation – it must be their choice

2. Mount a campaign to promote the many benefits of mediation alongside the risks.

3. Do not use mediation in cases where it would send out the wrong message and where a more formal, disciplinary approach might be more suitable.

4. Make sure you are really thorough in measuring the cost of conflict and the subsequent cost benefits of mediation when used appropriately.

5. Be persistent and resilient as mediation is always put under much more scrutiny than other more legalistic, formal approaches.

So what have you done in your organisation to overcome negative views of mediation?

John Crawley

[1] http://www.bbc.co.uk/news/uk-22346971

Coping with the new normal

noreply@blogger.com (Anonymous) — Mon, 29 Apr 2013 16:12:00 +0000

Having just joined People Resolutions after 25 years running my own business I have been reminded how tricky it is to be joining a new group of people whose norms are unfamiliar and may be different from your own. I received an enthusiastic welcome full of curiosity and courtesy – so important for new joiners. I realised how useful my well-honed mediation skills were too, as I absorbed and reflected to make sure I got maximum information and suspended judgement to make sure I was building understanding of people, products and the new norms rather than assessing, accepting or rejecting.

Download R.E.S.P.E.C.T

Humans like to judge – we cannot survive if we do not. We also overdo it somewhat, branding and labelling people, assessing their performance and worth based on assumptions or selective evidence. Suspending judgement is difficult. Impartiality is also a tough quality to enact. I soon discovered impartiality is one of the key qualities that runs through People Resolutions and links it with Responsible Trade Worldwide and Human Potential Accounting. I aim to ensure that we demonstrate active impartiality in all that we do whether in an investigation, mediation, facilitation or learning and development role.

I’m bringing some new tools, ideas and processes and some well proven solutions to the business and by way of a sampler take a look at our R.E.S.P.E.C.T model.

As the world of work becomes ever more diverse and globally connected communicators will have to put their own norms to one side, build empathy and solve problems from a place of common ground. My main driver is to make ‘resolution’ the new normal. If you disagree with a colleague and cannot understand where they are coming from – talk it out don’t fight it out. If you have a difficult audit or evaluation conversation coming up make sure you that you frame it in a non-judgemental way, hear from as many perspectives as possible and create a problem-solving rather than a blaming atmosphere.

People Resolutions welcomes mediation pioneer John Crawley as General Manager

noreply@blogger.com (Anonymous) — Tue, 23 Apr 2013 09:46:00 +0000

We are delighted to announce that John Crawley, prominent workplace mediator and conflict resolution thought leader, has recently joined the People Resolutions team.

John’s role as General Manager, alongside Directors Robert Purse and founder of People Resolutions, Linda Hoskinson, represents a powerful joining of forces. Against the backdrop of our growing case and account management and marketing teams, we look forward to passing on the advantages of additional experience and resource directly to our stakeholders and customers.

Over the past 25 years, John has played an outstanding role in the establishment of workplace mediation as an occupational discipline in the UK. He was also responsible for designing and delivering the first in-house mediation service and has published his expert knowledge in a definitive guide for managers.

Having trained more than 5,000 certified mediators, John is a competent practitioner himself, one who understands the mindsets and needs of both the mediation community and those of our customer organisations. His hands-on experience is balanced with a strategic outlook in all areas of conflict management; for example, he is currently advising the CFA on the new management and leadership national occupational standards and he recently contributed to the drafting and establishment of quality standards for workplace mediation.

We couldn't be more excited or proud to be working together with John Crawley in furthering conflict prevention and resolution in the UK. Rooted in the same philosophy of providing customers with sustainable value, John will no doubt settle in seamlessly.

Over the coming weeks and months, John will be sharing his valued expertise, so you may wish to follow us on Twitter to be kept abreast of news and updates.