Water Well Journal
Issue link: http://read.dmtmag.com/i/529509
A one-up review: A one-up review involves a worker dis- cussing the issue with their immediate supervisor, again to jointly understand and resolve work-related issues. A formal complaint process: Here a formal (written or oral) complaint is made to an appointed "conflict resolu- tion manager" (an HR professional on staff, a company director, or the business owner) who then conducts an investigation of the complaint and recommends a resolu- tion. It is important to outline the scope of the investiga- tion, and how issues of confidentiality will be handled during this process. Confidentiality can be a particularly sensitive aspect of conflict resolution resulting from harassment complaints. Mediation: This process involves an objective third party. The mediator is often the HR professional on staff, another employee who is trained in conflict resolution, or an exter- nal professional mediator. The mediator guides the con- flicting parties in considering alternative resolutions. Putting Conflict Policies into Action Conflict resolution is a skill based on good communication practices and an understanding of interpersonal dynamics. It follows then that successfully creating conflict resolution policies and procedures is often contingent on providing supervisors with appropriate training and coaching on policy, procedures, and interpersonal skills. Here are tips managers can use to effectively mediate an informal complaint process: Do preliminary planning, scheduling, and room setup: Getting the right people in the right room at the right time is a good first step to creative problem-solving. Do some legwork upfront to determine who all is involved in a conflict. Then put some effort into creating an inviting environment so your employees have the best shot at successfully resolving their issue. Greet parties and discuss the process: Set ground rules, discuss your role as a neutral facilitator (which may be new to your employees), and let the parties know you're open to helping them resolve their differences. These are all ways to demonstrate this con- flict—and its resolution—belongs to them. Share perspectives: Refining the art of reflecting and reframing helps you identify core values, neutralize emotional language, and demonstrate listening to each other's point of view. All this is far more productive than listening to rebuttals. Build an agenda together: Creating a cooperative agenda after hearing each other's perspective lets employ- ees build a list of topics that acts as a compass for the rest of their meeting and provides a yardstick for their progress. Negotiate in good faith: Giving employees the space to brainstorm and make proposals for solutions that benefit both sides of a conflict can create remedies that are longer lasting and more durable. Hold private meetings if necessary: Meeting privately gives each employee an opportunity to share sensitive in- formation, practice how they might ask for what they need, apologize for their role in the conflict, or acknowledge the positive aspects of the working relationship. Craft agreements with details: The best agreements are detailed agreements. Leaving anything to the imagination can cause trouble down the road, so crafting agreements with an eye for detail gives employees the boundaries and certainty they seek. Monitor follow-through: Look for signs things are going well or tune in to cues there's more work to be done. These give you an opportunity to compliment your employees for what they're doing well or coach them on the next steps to take. WWJ Alexandra Walsh is the vice president of Association Vision, a Washing- ton, D.C.–area communications company. Twitter @WaterWellJournl WWJ July 2015 53 DIAMO 6 0-732-67 80 .atlasc www.atlascopco e at d Strik Atlas Copc st time at J the fir CK— ONDBA Y A WA OUR T Y YOUR BUIL 62 .us copco tunities with the rilling oppor ee it for k. S co Diamondbac ubilee Booth 730. me at J