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Contents
1 Managing conflict at work: introduction 1
About this booklet 1
Your six step guide 2
About Acas 2
3 Who is in conflict? 5
Conflict between individuals 5
Conflict between groups 6
8 Appendix: Scenarios 26
Acas publications 29
Acas training 30
Managing Conflict at Work Text 8/12/09 10:54 Page 1
introduction
Conflict at work takes many forms. About this booklet
It may be that two workers simply This booklet gives you an overview
don’t get on; or that an individual of how to manage the relationships
has a grievance against their in your organisation between
manager. individuals, teams, and larger groups
of employees.
Conflict may take the form of rivalry
between teams; or it may be It will help you prevent future conflict
apparent by the lack of trust and and minimise the impact of ongoing
cooperation between large groups of conflict.
employees and management.
For information and advice on
How do you manage this conflict so negotiating with unions and setting
that it has a positive rather than a up representative groups of
negative impact on your workplace? employees see the Acas booklet
To prevent conflict leading to strikes Representation at work at
or employment tribunal claims you www.acas.org.uk.
need to intervene as soon as
possible. Mediation is being
increasingly used as a way of
providing a positive outcome to
conflict.
conflict? 2
A problem-solving cycle can help you face problems – see p17 for more details.
Who is in
conflict? 2
Conflict tends to fall into two broad and positive dialogue. If an employee
categories: feels able to approach you at an
early stage, then problems can often 3
• conflict between individuals be nipped in the bud before they
involving: become formal grievances.
– colleagues
– employees and their managers An employee and their manager
What if you are a manager and the
• conflict between groups involving: conflict involves you? It is not always
– teams easy to identify potential conflict if
– large groups of employees you are seen to be the cause of it.
and management. An employee may feel that:
WHO IS IN CONFLICT? 5
Managing Conflict at Work Text 8/12/09 10:55 Page 6
WHO IS IN CONFLICT? 7
Managing Conflict at Work Text 8/12/09 10:55 Page 8
• When and how you will seek • who they can go to if they have a
outside help – for example using problem at work
mediation or conciliation where it
is impossible for parties to gain • that their concerns will be taken
agreement on their own. seriously.
1. Name
the problems
and set
goals
8. Evaluate 2. Analyse
the plan the problem
6. Analyse 4. Analyse
solutions the data
5. Search
for solutions
Do you need
help?
If the answer is ‘yes’, act quickly. difference between them. It is the
The sooner you ask for help: same as mediation, but when the
process takes place against the
• the more options you have for background of an actual or potential
resolving the problem claim to an employment tribunal, we
refer to it as Conciliation.
• the better chance you have of
maintaining relationships that may If an employee is thinking of making
have been damaged by conflict. a claim to an employment tribunal
Acas offers a Pre-Claim Conciliation
First, decide what kind of help you (PCC) service to try to resolve the
want. Do you need someone to: problem before a claim is made.
PCC can save time, money and
• work with you to find your own stress and promote a quick solution
solutions? which suits the employer and
employee and may help them avoid
• advise you how to resolve the a permanent breakdown in their
problem? relationship. For more information
ring the Acas helpline on
• tell you what to do? 08457 47 47 47 (lines open
8am-8pm Monday to Friday and
The table (p23) explains how the 9am-1pm Saturdays).
different forms of dispute resolution
work. If a claim is or has been made to an
employment tribunal, Acas will offer
to help resolve the dispute before it
Conciliation (where a claim to gets to a tribunal hearing. We will
an employment tribunal is talk to the employer and the
likely or has been made) employee – usually on the phone –
Conciliation involves an independent, and try and reach a compromise that
impartial person helping two or more suits both parties.
people in dispute resolve the
• free – there is no charge for our • having meetings with each side
service separately and together to discuss
and explore the issues, then start
• impartial – we won’t take sides or negotiating a solution
judge who is right or wrong
• repairing relationships and building
• independent – we are not part of up trust.
the Employment Tribunal Service.
Conciliation does not delay the
tribunal process. What you say Mediation (where no claim to
during conciliation can’t be used an employment tribunal is
6
as evidence against you at a likely or has been made)
tribunal hearing Mediation is the most common form
of conflict resolution. It involves an
• confidential – nothing you tell us independent, impartial person
will be passed on to anyone else helping two individuals or groups
unless you want it to be. reach a solution that is acceptable to
everyone.
A similar process is used in disputes
between unions and employers. Mediation is not prescriptive. It helps
Talks between unions and employers the parties involved to make
are held face-to-face, although not progress in resolving their
necessarily always with the parties in differences. It does not make
the same room at the same time, judgments or determine outcomes.
and can sometimes last several
days. This is known as collective How does mediation work?
conciliation and can involve: A mediator will often meet the
parties in dispute separately, perhaps
• sorting out the issues several times, and then together.
They may use appropriate
• finding common ground between techniques to help determine the
the two sides
Keeping up-to-date
Acas can also help you to keep up-
to-date with changes in the law and
give you practical advice on how to
manage change. Acas runs training
events on a wide range of subjects,
including:
• handling grievances
• managing absence
• informing and consulting staff
• equality and diversity
• age discrimination.
For more information visit
www.acas.org.uk.
7
Appendix:
Scenarios
Scenario 1: Scenario 2:
What happened? What happened?
Two colleagues get on with each A reliable, diligent employee comes
other and work well together. to see you.
Suddenly you notice relations seem
frosty and work is starting to suffer. She is not happy with the way you
treat her. She feels you favour male
Their relationship is also beginning to employees when allocating the most
affect the morale and efficiency of interesting tasks.
the team in which they work.
What do you do?
What do you do? You give the employee the chance to
The employees’ line manager talks to express her concerns. She feels
each of them in private. excluded because:
It turns out that one member of the • she does not have the same
team had suffered a family sporting interests as her male
bereavement which he has not told colleagues
his colleagues about. One colleague
had made a tasteless joke about the • the various tasks are discussed at
illness that the family member had social events she doesn’t attend –
died from. for example watching football
matches in a local pub.
The outcome?
After further discussion the worker You accept that she has a point and
who suffered the bereavement agree that work tasks will only be
agrees to explain to his colleague discussed when everyone is present.
why he is upset. His colleague You set up weekly team meetings to
apologises profusely and this seems discuss the allocation of projects.
to help repair relations and the team
begins to function effectively again.
APPENDIX: SCENARIOS 27
Managing Conflict at Work Text 8/12/09 10:55 Page 28
Acas Publications
Book time with your
Employment Specialist
Whether you need to know how to write a contract of employment, how
much holiday you are entitled to or about the latest employment legislation,
our range of booklets and leaflets give practical information and advice for
both employers and employees on employment matters.
You can choose from our handbooks offering comprehensive guidance to the
modern workplace or our Getting It Right pocket guides, providing vital
checklists to help small firms run their business.
Acas advisory handbook – Discipline and grievances at work – the Acas guide
Acas advisory handbook – Employee communications and consultation 8
Acas advisory handbook – Representation at work
ACAS PUBLICATIONS 29
Managing Conflict at Work Text 8/12/09 10:55 Page 30
Acas Training
Our training is carried out by experienced Acas staff who work with
businesses every day. They will show you the value to your business of
following good practice in employment matters and how to avoid the
common pitfalls. We also run special training sessions on new legislation.
Look at the Acas website for up-to-date information about all our training or
if you want to book a place online – www.acas.org.uk/training.
Training sessions are specially designed for smaller companies and our
current programme includes:
December 2009
Acas’ main offices:
• National • Scotland
London Glasgow
www.acas.org.uk
Helpline 08457 47 47 47
Ref: B19
08456 06 16 00 08457 38 37 36
helpline for Minicom users for the Acas Customer Services Team who
can provide details of services and training
08702 42 90 90 in your area or visit www.acas.org.uk/training
Acas publications orderline
08456 00 34 44
to view a full list of Acas publications,
for questions on managing
go to www.acas.org.uk/publications
equality in the workplace