Managing Workplace Conflict – Federal Industrial Court decision (Australia)
When confronted by conflict we can become confused by the complexity of the issues and the number of elements involved. Conflict is like being caught in a maze, not knowing how to get out or in some cases, how we got there in the first place. As for an explorer a map of the maze would be invaluable. Fortunately in conflict situations you can often create a ‘map’. To assist you in this exercise, refer to Chapter 1 for an explanation of some of the terms used here such as manifest conflict, latent conflict, emotions, values and interests. The outline of the map is as follows:
A The Conflict
Short descriptions
Manifest issues
Latent issues
B Party Perspectives
Key Elements Party A Party B Other parties
Position/Interests
Values
Emotions
C Force Field analysis
This is an analysis of the negative and positive factors of the situation
Negative factors – those that hinder the process
Positive factors – those factors helpful in managing the situation
Conflict Chart
What are the aims and objectives of each party?
What are the differences between the parties’ aims and objectives?
What are the positive aspects of the conflict?
Is there any common ground between the parties?
What are the negatives aspects of the conflict?
Describe each of the parties position in detail
Do you know all of the details well enough to build an argument for each side?
What is the Fair Work Commission’s position in this ?
What are the feelings of each of the parties?
Describe the values of each party
What are the elements of power involved?
How is the power being used?
Outline the latent and manifest issues to examine
Were there other ways this could have been resolved?
What mode of conflict management may be appropriate?
Is third party intervention necessary/desirable?
What should the situation look like in the short term?
What do you think will occur in the long run?
