conflict resolution & complaints management

the University of choice

Conflict Resolution & Complaints Management

David StonehouseSenior LecturerTel: 01695 657003E-mail: [email protected]


Think of a Time When You have Been In Conflict, Either Inside or

Outside of work.• What happened? What was the conflict

about?• How did you react? What did you do and say?• How did you feel at the time?• How do you feel about the situation now?• If you were in a similar situation again, what

would you do differently?


Definitions

Conflict: Disagreement between two parties, mostly regarded as negative, but can also be very positive!!

Conflict Resolution: process of working through opposing views in order to reach a common goal or mutual purpose.


What Is Conflict?


Myths About Conflict

• Blame: It’s the other person who is at fault

• Fear: Conflict is always bad – confronting it directly will probably make the situation worse

• Denial: If I ignore it, it will go away


Conflict

“A conflict of ideas can be healthy if it leads to constructive critical evaluation and change in practice.

A conflict in personalities is often much more difficult to resolve.”

(Davy & Gallagher, 2006:168)


Behavioural response to conflict

• Avoidance• Accommodating / compromising• Competitive • Anger; aggression; violence• Collaborative – problem solving & solution finding

Which responses do you think you are more likely to use?


Physiological & psychological response to conflict

• Anxiety & tension• Stress – high blood pressure; rapid heart rate;

reduced resistance to infection• High sickness levels• Demoralisation; de-motivation; burnout• Mood swings; depression• Substance use / abuse• Development of assertive skills• Inner strength


• It is natural• It can be a motivator for change • Its not about winning or losing• Its about learning, growing and co-

operating to lead to a resolution• It is about acknowledgement and

appreciation of differences

What is Conflict?


• It will happen!!• Some conflicts can be minimised• Some are unavoidable and should not

be suppressed or smoothed over• Resolution does not have to result in

win or lose

What do we know about Conflict in the Workplace?


• Misunderstandings• Personality clashes• Competition for resources• Authority Issues• Lack of co-operation• Differences over method or style• Low performance• Value or goal difference

Causes of Negative Conflict


• It is a catalyst for constructive change• Heightens awareness of other peoples

attitudes and beliefs• Challenges your beliefs to achieve,

personal or professional learning and growth

• It enhances mutual respect and collaboration

Conflict is Valuable When….


• It diverts energy from more important issues and tasks

• Deepens differences in values• Polarises groups so co-operation is

reduced• Destroys the morale of people or

reinforces poor self concepts

Conflict is Destructive When....


Resolution & Communication

• Put your effort into listening, not arguing

• Engage in inquiry instead of accusation• Listen for what you can understand,

Clarify the situation.• Be open to new information• Make an effort not to be defensive.


1. Control emotional responses2. Seek understanding3. Identify needs and common interests4. Seek mutual benefits or purpose.

4 Key Components of Conflict Resolution


Using Conflict Constructively• Define the problem / issue• Evaluate the activity creating conflict• Identify the levels & accuracy of the information• Consider the climate in which conflict arises & in

which it will be managed• Recognise, respect & respond to the feelings of those

involved• Note the similarities as well as differences of all

concerned


Resolution – de-escalationActing in a way to obtain agreement satisfying

for all parties concerned:

• Need to be self aware - stay calm & focused• Need to be able to ‘put yourself in the other person’s

shoes’ – identify individual’s perceptions & validate feelings

• Use assertive techniques• Be clear about what needs to be achieved• Avoid un-achievable promises but take personal

responsibility for what you can achieve.


Complaints Management

Complaints should be viewed as a positive!!

They are one mechanism that quality can be assured and improved upon

(Barlow and Moller, 2008).


Your Role In Complaints Management

• Take the complaint seriously. If a parent, child or young person has taken the time to complain then the issue or problem is something which is important to them (Bonel & Lindon, 2009).

• Listen to and try and understand the other person’s point of view.


Your Role In Complaints Management

• Local resolution. Is there anything that can be done immediately?

• Communication is the key to success. Fully involve and inform the person making the complaint. So they know what has been done to address their concerns and what still needs to be done.


How To Handle Complaints• Give it your whole attention• Get the verbal's right• Get the non-verbal's right• Get the environment right• Do not make false promises or agree to things

that are beyond your control or responsibility.• It has nothing to do with winning an

argument.


Learning from & Dealing With Complaints

• Provides an opportunity for playworkers to see themselves and their service as others see them and to identify the issues which concern children and families.

• Rectify a past mistake & enable services to be put right for the future.

• Well handled it can increase a person’s trust in the service.

• Identify adverse events which otherwise might have gone undetected.


• Follow your settings policy.• Informal with line manager• Formal, involve Human Resources, may have Union

Representative • Outcome (EHU) 28 days• Appeal 10 days (EHU) from outcome. Decision of

appeal manager is final.

Grievance A member of staff may take out a grievance against

another. Usually about health & safety, Work relationships, New working practices, working

environment, Equal opportunities, inappropriate behaviour, unfair/ inequitable treatment.


• This could be resolved informally with your line manager

• May need to be formal with a disciplinary panel. This must be fair, equitable, open, transparent, & inclusive .

• Witnesses will make statements and are protected in their job role

• Panel needs to maintain confidentiality establish facts relevant to the case and decide on a course of action

• A union Representative may attend for the client

Possible Disciplinary Process?


Playwork Principles (Skills Active, 2004)

3. The prime focus and essence of playwork is to support and facilitate the play process and

this should inform the development of play policy, strategy, training and education.

Conflict should be managed positively so that it can support and facilitate the play process.

Any outcome of complaints and lessons learnt should flow into policy, strategy, training and education.



4. For playworkers, the play process takes precedence and playworkers act as advocates

for play when engaging with adult led agendas.

As advocates for children and young people we need to make sure that any conflicts are undertaken in the best interests of children and play.

That children’s complaints about our play service are taken seriously and their concerns are addressed.



6. The playworker's response to children and young people playing is based on a sound up to

date knowledge of the play process, and reflective practice.

We need to reflect upon our practice, any conflicts which may divert us away from achieving the playwork principles and if complaints have been dealt with succesfully.


National Occupational Standards – Level 4 (Skills Active, 2010)

• A42: Provide information to support decision making. Using information from conflict or complaints.

• PW19: Manage and develop play facilities and services. Consultation with users.

• D16: Establish and develop working relationships. Deal with conflicts constructively, complaints management

• A320: Allocate and monitor the progress and quality of work in your area of responsibility. Managing conflict.

• PW10: Reflect on and develop practice.


To Conclude

• Do not be frightened of complaints.• Involve more senior playworkers at all times• Follow guidance set down in local policies &

procedures.• Document the complaint & any action taken• Don’t take it personally

Any Questions?


Bibliography Barlow, J. And Moller, C. (2008) A Complaint is a Gift: Recovering

Customer Loyalty When Things Go Wrong. Second Edition. San Francisco, California: Berrett-Koehler Publishers.

Bonel, P. & Lindon, J. (2009) Good Practice in Playwork. Third Edition. Cheltenham: Nelson Thornes Ltd.

Davy, A. & Gallagher, J. (2006) New Playwork: Play and Care for Children 4 – 16. Fourth Edition. London: Thomson Learning.

Skills Active (2004) Playwork Principles. http://www.skillsactive.com/playwork/principles (accessed 8 February 2011)

Skills Active (2010) National Occupational Standards- Level 4. http://www.skillsactive.com/training/standards/level_4/playwork (accessed 9 February 2011)

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