WORLDWORK: Facilitating Diversity In The World, In The Room & In The Moment
Members of an organisation have divergent interests, values and perceptions, making interactions between each other dynamic and complex. This diversity often reflects the challenges within the larger society, not only on issues of position and rank, but also economics, ethnicity, race, gender, sexual orientation, personal history and more. Sometimes the challenges of diversity are expressed; but more often are felt in the non-verbal behaviour, attitudes and overall atmosphere.
This handout is from a presentation for the International Organization Development Association OD Summit in Oregon in 2015. It highlights research and theory in applying a group facilitation method known as Worldwork. Worldwork is a powerful tool for working with complex organisational dynamics, supporting diverse voices to be heard and creating awareness about the effect of our subtle biases and unconscious use of rank and power.
Most people instinctively avoid conflict, but as Margaret Heffernan shows us, good disagreement is central to progress. She illustrates (sometimes counterintuitively) how the best partners aren't echo chambers - and how great research teams, relationships and businesses allow people to deeply disagree.
The former CEO of five businesses, Margaret Heffernan explores the all-too-human thought patterns - like conflict avoidance and selective blindness -- that lead managers and organisations astray.
In 2008 the Victorian State Services Authority (SSA) embarked on a project 'Taking the heat out of workplace issues'.
The aims of the project were to:
- establish the value of early, non-adversarial intervention in helping to resolve disputes and conflicts in the workplace;
- encourage and support the use of non-adversarial approaches across the Victorian public sector; and
- serve as a means of embedding public sector values and employment principles into conflict management models (in particular the concept of 'fair and reasonable').
This report argues that building conflict resilient workplaces is an important opportunity for the Victorian public sector (the sector).
Developing Conflict Resilient Workplaces - An Implementation Guide
In 2008 the State Service Authority commenced a project 'Taking the heat out of workplace issues' to collaboratively bring about positive change in the conflict resolution space. Much of the progress has come about through the generous work of the conflict resolution network.
The guide describes the features of a conflict resilient workplace - one where conflict is managed well, and not allowed to escalate.
It supports you to create a more positive workplace by suggesting how to build commitment to change, review current practice, identify areas for improvement, present options for change and evaluate success.
Conflict Management Coaching: A Preventative Form of Dispute Resolution
The fields of coaching and dispute resolution effectively unite in the provision of interest-based conflict coaching. Mediators have operative skills and knowledge to apply ADR principles in order to assist people prevent and resolve disputes. Conflict Management Coach training expands that integral base, extending the dispute resolution field to one-on-one assistance with conflict management....
Peer Conflict Coaching: Another Dispute Resolution Option
Conflict coaching is a concept that combines dispute resolution and coaching principles. It is a one-on-one confidential and voluntary process in which coaches work with individual clients to help them resolve disputes and to prevent unnecessary ones. Peer coaching may be used for many reasons and in many contexts...
Leaders and managers who are confident when confronted with conflict are at an advantage when it comes to engaging others, leading change and entering complex negotiations. Building conflict management competence is central to leadership development...
Recent research suggests that between 30 –50% of a typical manager’s time is spent managing workplace conflict and that senior HR executives spend up to 20% of their time in litigation activities. The costs of organisational conflict include staff absenteeism, attrition and litigation expenses; while low morale...