25/06/2015
Chan Kanika, HR Professional
Objective of this session:
1. To discuss role and responsibilities of HR
professionals in conflict management.
p
g
2. To share workplace conflict and effective
conflict management for stable and sustainable
growth to an organization.
3. To promote a happy workplace, achieving high
i
impact
t of
f tteam work
k and
d making
ki positive
iti impact
i
t tto
an organization.
Chan Kanika, HR Professional
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25/06/2015
Before we start this session, please take 10 minutes of your time to fill in the questionnaire and follow the guideline.
Chan Kanika, HR Professional
What is the Conflict?
• Opposition between two simultaneous but incompatible feelings
• Lack of common understanding and common interest.
• Adopting competition and opposition than compromising and cooperation.
• Seeking win‐lose approach.
• A hostile meeting of opposing military forces in the course of a war.
Chan Kanika, HR Professional
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Conflict Management
Conflict management is the process of limiting the
negative aspects of conflict while increasing the
positive aspects of conflict.
conflict The aim of conflict
management is to enhance learning and group
outcomes, including effectiveness of performance in
organizational setting. Properly managed conflict can
improve group outcomes.
Chan Kanika, HR Professional
Types of Conflict
Interpersonal
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Intrapersonal
Conflict
Intragroup
Intergroup
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Intrapersonal Conflict
Intrapersonal conflict
– occurs within an individual
– It is psychological involving the individual’s It i
h l i l i l i th i di id l’
thoughts, values, principles and emotions. – It could be feeling or mood of a person in taking priorities at work or choosing different goals at the same time.
Chan Kanika, HR Professional
Interpersonal Conflict
– a conflict between two individuals or more.
– two different personalities, feeling, plan, agenda two different personalities feeling plan agenda
results to incompatible choices and opinions.
– Its nature is small and insignificant but growing fast and uncontrollable sometime.
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Intragroup Conflict
Intragroup Conflict
– It happens among individuals within a team. – The incompatibilities and misunderstandings Th i
tibiliti
d i d t di
among these individuals lead to an intragroup conflict. – It is about diversity issues, dynamics, etc.
Chan Kanika, HR Professional
Intergroup Conflict
– It happens when a misunderstanding arises among different teams within an organization.
– This could be due to the varied sets of goals and This could be due to the varied sets of goals and
interests of these different groups. – Competition also contributes for intergroup conflict to arise. – Other factors: such as rivalry in resources, benefits etc
benefits, etc.
Chan Kanika, HR Professional
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25/06/2015
Please choose the type of conflict
from examples below?
• A strike for pay raise.
• Harassment by line manager.
• Should I go to work in Iraq. I will be paid
$500 a day?
• The team work plan is unclear, therefore
leads to overlaps
overlaps, delay
delay, miss deadline
deadline,
delivery failure…
Chan Kanika, HR Professional
Chan Kanika, HR Professional
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– Communication: downward, upward, horizontal , and diagonal communication.
– Behavior: bullying, harassment, abuse, wrong situational p,
,
leadership, unfair treatment, etc.
– Competencies: skills, emotional control, – Terms & conditions: obligation, benefit, safety net, legality, etc.
– Ethic conflict: unclear vision & mission, policies, conflict of interest, matrix management, etc.
– Legality: fraud, embezzlement, bribery, theft, conflict of L lit f d
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b ib
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interest, etc.
– Politics: Several unions in one workplace with different political affiliations.
Chan Kanika, HR Professional
– Positive effects: improvement of work conditions, health and safety, policies and procedure, productivity legal compliance management
productivity, legal compliance, management behavior toward workers, etc.
– Negative effects: fears, confrontation, fighting, lockout, picket, strike, loss of motivation, no harmony at workplace, low productivity, mistrust, y
p
,
p
y,
,
theft, etc.
Chan Kanika, HR Professional
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25/06/2015
Chan Kanika, HR Professional
Interest‐based Options
Interest‐based Negotiation
Peer Mediation
Managerial Mediation
Managerial Mediation
External Mediation
Training & Education
Ombuds
Conflict Coaching
Open‐door policy
Workplace Partnering
Rights‐based Options
Peer Review Panel
Investigation
Communication‐based Power‐based Options
Options
Information Exchange Workplace regulation
Facility
Managerial Decision Open Door Policy
Making
Arbitration
Personality & Group Work Personality & Group
Work
Dynamics Testing Shifts/Relocation/
Instruments
Changing Line Management
Mediation‐ Arbitration Training & Education Disciplinary action: warning
Training & Education
Ombuds
Resignation/Dismissal
Ombuds
Grievance Procedure
Early Neutral Evaluation
Courts
Promotion
360 Review
Chan Kanika, HR Professional
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25/06/2015
What would be the symptom of conflict at workplace?
Chan Kanika, HR Professional
Symptom of Conflict
• Unusual workplace behavior.
• Unclear work patterns.
• Trouble relationship between
LM & staff .
• No unison in speech or action.
• Rumors, gossips, polemics, etc.
• Extra-administrative demand
from workers.
• Material missing or over
consumption.
Chan Kanika, HR Professional
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25/06/2015
Please divide into 6 groups and Please
divide into 6 groups and
each one will work one assignment.
Instruction:
1. Take 20 minutes for group discussion
2. A representative of the group will present to the plenary in flipchart
3. Please use one flipchart only
p
y
Chan Kanika, HR Professional
A s s e r t i v e n e s s
Conflict Management Style
High
Competing
p
g
Collaboratingg
Compromising
Avoiding
Accommodating
Low
High
C o o p e r a t i o n
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Chan Kanika, HR Professional
Conflict Escalation
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Hard Discussion
Chan Kanika, HR Professional
Debate/Polemics
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Accusation
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Coalition preparation
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Loss of face – reflection and ready to fight
Chan Kanika, HR Professional
Stand off
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War starts
Chan Kanika, HR Professional
Full fledge war
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Who wins?
Chan Kanika, HR Professional
Leadership Role in Conflict Management
HR Role in Conflict Management
† Promoting team spirit/harmony. → Promoting happy workplace.
† Risk tolerance and result focus. → Set up preventive mechanism.
† Ensuring staff welfare, health → Set up grievance procedure.
and safety.
→ Legal/ethical advisory role.
† Fairness and justice.
→ Mediator in small conflict.
† Communication & articulation
→ Liaising with competent † Building management capacity authority: & system.
‐ lawyer, † Conflict prevention mechanism
‐ judicial authority, † Diagnosis of any conflicts.
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fli t
‐ arbitration council, bit ti
il
† Leading conflict resolution
‐ external mediator/ † Rehabilitation & normalization.
conciliator, etc.
Chan Kanika, HR Professional
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25/06/2015
If you are a leader…..
What would you do to
ensure your workplace is
a Happy Workplace?
What kind of culture would you like to create at your workplace? Chan Kanika, HR Professional
Happy Workplace
Review and improve the following:
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Leadership and management capacity.
Workplace culture
Staff skills and competencies
Staff skills and competencies
Learning & development
Policy and procedures
Legal compliance
Terms and conditions
Health & safety
Reward management
Employee relation: trade union, staff rep.
Promotion and empowerment
Psychological booster
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Workplace Culture
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Open‐door.
Honesty and trustworthiness
Constructive feedback
Mutual respect, support and team‐spirit
Free of sexual harassment & abuse
Free of Bullying and harassment
Culture of DARTH
Focus on USP
Focus on USP
Common goal & objective
We grow together.
Chan Kanika, HR Professional
Video Show
1. What have you learned from this movie?
2. What kind of behavior should the manager give up?
3. What is the main problem at this team? Chan Kanika, HR Professional
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Method of Conflict Resolution
1.
2
2.
3.
4.
5.
Informal solution of problem.
Investigation
Investigation Hearing & Disciplinary Procedure
Negotiation & Conflict Resolution
Third Party Intervention
Chan Kanika, HR Professional
Informal Solution
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For minor issues, it should be solved informally
b liline manager, HR or any competent
by
t t staff.
t ff
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Let bygone be bygone.
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Promote culture of tolerance, forgiveness,
mutual understanding & respect.
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Promote solidarity, harmony & common interest.
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Investigation
™ Commissioning an investigation team: this includes line manager/over view manager, HR, and technical staff, etc.
™ Collecting information: this includes complaints, policies, evident, witnesses, police report, etc. which are relevant to d
l
h h
l
the case.
™ Interviewing witnesses: this includes complainant, relevant witnesses, subject of complaint, line manager, technical expert relevant to the case, suppliers, etc.
™ Report
Report with recommendations: Once investigation is with recommendations: Once investigation is
complete, a report is produced with conclusion and recommendations.
™ Timeframe: The investigation period should be as short as possible, 2 – 3 days only.
Chan Kanika, HR Professional
Hearing & Disciplinary Action
In case the investigation concludes that there is a serious abuse by an individual staff , the management should form a hearing panel:
• To hear the explanation of the subject of complaint.
To hear the explanation of the subject of complaint
• To provide clarity of the case by using the organizational policies and regulation and laws.
• To provide a judgment to the case.
• To decide a disciplinary action if needed.
The hearing decision can be appealed by the staff member The
hearing decision can be appealed by the staff member
to the higher level of management.
HR has to ensure that the whole process is legitimate and in conformity with policies and procedures.
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Negotiation & Conflict Resolution
Step 1: Collect necessary information
• Parties to a conflict: leaders’ information, dynamic of the group, strength and weakness, number of the participants history of the group agitator etc
participants, history of the group, agitator, etc.
• Scope and dimension of a conflict: scope of demand, quantitative calculation of loss & damage, etc.
• Status and progress of a conflict: what have been solved and what not unsolvable, etc.
Chan Kanika, HR Professional
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Legality
Legal framework
MoL support
AC
Lawyer
• Social norm/value
• Practices of others
Employer Capability:
Employee Capability:
1. Leadership
1. Movement strength
2 Financial capacity
2. Financial capacity
2 Movement history
2. Movement history
3. Staff capacity
3. Movement support
4.Policy & procedure
5. Legal compliance
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p
6. Time benefit
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•
•
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4. Scope of demand
5. Scenarios of solution
6. Consequences of solution
Donor requirement
Market behavior
Situational Analysis
Cost‐benefit Analysis.
Critical Path Analysis
• IT context
• Social media
• Press
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Negotiation & Conflict Resolution
Step 2. Negotiation strategies: Parties to a conflict may use different strategies and approaches to deal with the situation:
• Method of negotiation: individual meeting, mediation meeting, negotiation with union, etc.
• Tactic in negotiation: persuasion, pressurization, threat, promising, concession, etc.
• Neutralizing force: fractionizing, resource squeezing, substitution, displacement, suspension, slowdown, etc.
• Empowering the management: using security forces, court order, lockout, labor inspection, legal advisor, etc.
• Political maneuvering: factionalizing, polarizing, collectivizing, coloring, etc.
Chan Kanika, HR Professional
Negotiation & Conflict Resolution
Step 3. Using Third Party
• Ministry of Labour
• Arbitration Council
Arbitration Council
• Judicial authority
• Armed Forces
The last option is rarely used – it is only to control the violence and to ensure peace and stability.
Chan Kanika, HR Professional
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25/06/2015
Legal provision: Strike & Lockout
• Employees can go on strike only after all other methods of dispute resolutions have failed. These include negotiation, conciliation & arbitration.
• Strike is illegal if:
– It tries to force an employer to revise the CBA or arbitral award which is still in force.
– It is not approved by members thru secret ballot.
– It is not notified to the employer and MoL at least 7 days prior to the strike.
– It does not comply with procedure set out by Labour Law.
It does not comply with procedure set out by Labour Law
– It is a non peaceful strike.
– Threat to non strikers.
• Lockout can be done by employer with same rule and restriction as right to strike.
Chan Kanika, HR Professional
Behavior required in conflict resolution
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Behaviors to be avoided in conflict resolution
Neutrality and impartiality
Ethicality and professionalism
Emotional excellence
Inspiration and transformation
Inspiration and transformation
Statistic and evidence
Legality and legitimacy
Systematic approach
Consistency and fairness
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Unclear comm & approach.
Raise false hope/expectation.
Baseless accusation.
Using tainted evident
Using tainted evident
Using false witness statement.
Deceptive tactics.
Taking unilateral decision/action
Wrong approach to wrong target at wrong time.
ƒ Tempo/short‐term solution.
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Skills Required for Conflict Management
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Communication skill
Negotiation skill
Coordination skill
Listening skill
Analytical skill
Assertiveness
Conceptual understanding
Emotional excellence
Knowledge on labor law
Knowledge on union
Other skills, etc.
Chan Kanika, HR Professional
Future support
Mr. Chan Kanika
HR & Operation Manager
HR & Operation Manager
Oxfam Great Britain
Tel: 095 99 88 21/078 48 48 00
Official email: [email protected]
Personal email: [email protected]
Chan Kanika, HR Professional
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