# data[].attributes.body
Consequences of the Problem

1.What is currently happening?

2.What is the Situation? Focus on demonstrations of conflicts in the community.

3.Are the effects of the conflict felt on everyone?

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Examine the nature and frequency of communication, cooperation, competition, or confrontation between the parties

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Consider the broader contextual factors that may influence or impact the conflict. This includes social, cultural, economic, political, or historical factors that shape the conflict dynamics.

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Root Causes of the problem

What are the causes of the problems already mentioned?

These can be organised following a sequence of cause & effect, where the effect are the consequences

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Identify the various individuals, groups, organizations, or entities involved in the conflict. This includes both primary parties directly involved in the conflict and secondary parties or stakeholders who may have an interest or influence in the situation

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Identify the specific issues, interests, or concerns that are at the core of the conflict. This helps to understand the underlying reasons or sources of the conflict.

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Examine the dynamics or patterns of behavior that characterize the conflict. This includes power imbalances, escalation or de-escalation of the conflict, shifts in strategies, or changes in the intensity of the conflict over time

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Problem or Conflict

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Conflict not resolved and on going

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Board of Directors seeking external investigator support

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Conflict escalated when employee perceives management does not treated everyone equally or fairly

Escalation to Board of Mangement

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Interpersonal Conflict with two employees

A situation occurred that one employee presented as hurt and not respected by another employee, the situation escalated but no one communicated effectively to voice opinions and perspectives and in the end one employee ignored colleagues and discontinued completing work previously done

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Lack of communication with of one employee

Employee did not follow policies and procedures and did not approach manager before writing to board of directors

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Differing communication styles and personalities

One Employee introverted

One Employee extroverted

Management Introverted and soft nature

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Employees involved in the direct conflict and interaction

Management involved in the conflict

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Two separate rooms contributing to the ongoing conflict and negative environment through gossip and negative talk

All employees involved escalating the conflict and situation due to chatter

# data[].attributes.body
Lack of trust in the workplace

Employees worried to say anything

Perceived power imbalances

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Lack of communication by one employee has escalated situation

Very little communication between rooms in the service due to conflict and grievance filed

Two rooms forming alliances that is escalating the conflict

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No cooperation between primary parties in the conflict

Cooperation between primary, secondary, interested parties

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Personal Perceptions of what should be the way and in actuality it is not

Employee perceives assistant manager should not have gotten the position due to not following procedures, nor be remunerated for this- lack of knowledge

Informal work environment, not rigid- = conflicting values

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Managements lack of assertiveness to understand the underlying issues of the situation which led to the conflict and encouraging communication

# data[].attributes.body
Employee not stating what their issue was with colleague

Passive aggressive behaviour of employee

Employee presented as having an issue with colleague and management

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Employee perceives assistant manager treated more favorably than others, other employees do not agree

Potential that manager and assistance manager power is perceived as a risk

# data[].attributes.body
Low workplace moral

Tension between colleagues

Employees hyper sensitive to everything that is said and done

Employees frustrated and annoyed with each other (chatter, gossip, little mistakes pointed out)

Employees want to leave the workplace

Employees annoyed with colleague who made complaint

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Employees background shapes their communication style and how they perceive situations which influence their behaviors

communication (introverted vs extroverted)

upfront and verbal vs quiet and passive

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Friendship and working relationship between two employees existed for years before conflict arose, something occurred that made employee not want to engage anymore with colleague

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Communication from employee all through email, re iterated that does not like confrontation

Communication disrespectful and based on hersay

Emotions are highly involved

Continuous negative behaviour

Conflict not focused on one instance but many situations and parties within the conflict are generalising behaviours and characteristics

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Other employees in the service who are impacted by the conflict due to the tension and could become primary parties to the conflict if continues to escalate

Other employees impacted by the conflict as they are involved in external investigation

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External Human Resource Consultant- sourced to assist with investigating, concluding and offering recommendations

Tusla- Complaint to Tusla by employee

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Employees genuinely perceives their positions to be fact/truth

Difficult to encourage viewing another perspective as the conflict has manifested too long

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Board of Management- not directly involved in the conflict situation but interested in the best resolution for the service and employees and have an opinion on the outcome

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Employee continuing to make comments and complaints of colleague and management

Employee only communicates through email and avoids confrontation

# data[].attributes.body
Interactions do not involve confrontation by any parties involved at present, this can be due to the nature of the conflict and the grievance process

One employee stated she will not participate in confrontation

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Colleagues working together for a long time

Organisational culture created

Management and leadership styles

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Conflict discussed by board of directors and employee satisfied until weeks later- formal grievance filed

Employee unsatisfied with outcome but did not communicate this when asked

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Conflict involved- why one employee was promoted and there is a discrepancy in pay

Perception that one employee is treated differently than others

What will the consequences of complaint/grievance be as not based on substantiated facts

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Conflict involves finding small mistakes or discrepancies in each other and within the situation

No communication

Environment in the workplace is uncomfortable

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Lack of Clear Roles and Responsibilities

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Lack of Clear Roles and Responsibilities

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No clear roles and responsibilities were labelled as employees has been in the work for many years

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One employee got promotion and although the other did not want this- they perceived it to be an unfair promotion

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Employee continues to be professional and complete work duties but portrays passive aggressive behaviour, short responses and acute actions that affect others but cannot be proven to be disrespectful (slamming doors)

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Resolutions & Solutions

Internal Limiting

External Limiting

Interested or Neutral Parties

Techniques of Conflict Management

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Potential Solutions and Resolutions

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The below elements are present

Issue transformation- changes in issues and increase in conflcit

Polarisation- stand their positions

Spiralling- employee escalating issues

Mirror Imaging- employee perceiving as 'good'

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Mediation or Facilitation

Employee training on workplace dignity and respect

Employee training on grievances

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Promote communication in the first instance

Employee to discuss with each other

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External support

Facilitation or Mediation

Further training for management & Employees

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Similar interests in the workplace

Do their work and do it well (goals)

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Employee will not meet with management nor with conflicting employee

External resources used to facilitate and possible mediate