The Blog: Conflict

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Louisa Weinstein
   

Finding our way through the uncomfortable truths – whistleblowing, bullying and harassment

When we encounter whistleblowing, bullying and harassment, we are confronted by the need to discuss the thorny issue of the “truth” and our perception of it. The investigation of and search for an objective truth is often driven by a need to establish right and wrong. This is followed, in some form or other, by the identification of a perpetrator and a victim, of a “crime” and punishment. This can cause us to be very cautious with our words and the truths we affiliate ourselves with. It can also cause us to oversimplify the issues, avoid the grey areas and curtail discussions that are difficult. This leads to a breakdown of trust and, with that, an unwillingness to be truthful for fear of unfair incrimination.

Article by 17 July 2019

James Tamm
   

Workplace Harassment: What does the future hold?

It is now nearly two years since the #MeToo movement gained global recognition, but barely a week goes by without a new study being released or a high-profile news story breaking about the issue of workplace harassment. Indeed, on 26 June, 'This Is Not Working’- an alliance of more than 20 trade unions, charities and women’s rights organisations – launched a petition calling for a new law to force employers to prevent sexual harassment in their workplaces.

Article by 12 July 2019

Louisa Weinstein
   

Three steps to mitigate the damaging impact of low-level conflict on engagement

There are several insidious but potent triggers for disengagement within an organisation that start with low level conflicts. When we start to analyse the link between these triggers and disengagement, we can begin to create opportunities to re-engage members of the workforce. We can also uncover some quick wins to pre-empt or even avoid similar conflicts and/or disengagement in the first place.

Article by 30 April 2019

Chris Furnell
   

Valuing the truth, over politeness

In a world searching for meaning, conflict offers the opportunity to understand the depth behind individual contribution and to talk openly about the third alternative; because there is rarely only two.

Article by 10 January 2019

Louisa Weinstein
   

From Manager to Resolution Agent: The management superpower

In the book “A Tale for the Time Being” by Ruth Ozeki, one of the main protagonists, a centenarian female Buddhist Priest says that everyone has a superpower.  When faced with seemingly intractable workplace conflict, leaders of organisations and HR can feel like they need managers with superpowers. What we don’t always see is that, with some core conflict resolution tools and infrastructure, they can find that they do.

Article by 16 October 2018