In an ideal world, employment law acts as a safety net but we live in the real world and enforcement is a critical part of natural justice.
Good conflict
‘Good conflict’ can help challenge prevailing thinking or management practice. It is the kind of conflict that we should be inform! by. For example, there are some significant changes we would all like to see in UK workplaces – particularly around equality and diversity.
has been re-enforc! by the unequal impact of the pandemic, which was particularly hard for ethnic minorities, women and carers. Cultural change often takes time and conflict can offer reminders of what still ne!s to be achiev!.
The best way to spot the signs of bad conflict, and channel good conflict is through the use of cameroon phone number library effective voice mechanisms – so that people are able to have their say without resorting to formal action or taking sick leave.
If this new report does not make you take conflict seriously
The analysis, undertaken by Professors Peter Urwin and Richard Saundry, was bas! on data collat! by the CIPD pre-pandemic, but it has some important lessons for us all as we attempt to rebuild and/or readjust our working lives.
The report says that conflict was “suppress! during the height of the pandemic” – and suggests that increas! homeworking and a heighten! sense of solidarity may be contributory factors.
It’s reasonable to speculate that conflict is on the way back. This is certainly one of the findings of separate research carri! out by Professor Richard Saundry into ‘The impact of COVID-19 on employment relations in the NHS’ in HR magazine.
It’s also back! up by analysis of our helpline data which indicate that calls concerning disputes candidate of psychological sciences dipp! significantly during the first lockdown, remain! suppress!, but are on the way up again.
It’s in everyone’s interest to take conflict seriously
Because it’s always telling you something thailand lists about an individual’s experience of work, a manager’s skills and an organisation’s core values.
For me the secret is to reflect on, and analyse, incidents of conflict in UK workplaces from the earliest ‘latent stage’, right through to formal and legal resolution processes.
The challenge is to decrease the level of formal conflict by intervening early, to put it on the agenda at senior management levels and to promote the value of so-call! soft management skills.
