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Managing Conflict in Government Workplaces What Are We Missing? Bart Davis.

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Presentation on theme: "Managing Conflict in Government Workplaces What Are We Missing? Bart Davis."— Presentation transcript:

1 Managing Conflict in Government Workplaces What Are We Missing? Bart Davis

2 U.S. EEOC Charge Filings , , , ,840 Over 64% of FY 2001 resolutions were administrative in nature.

3 Where have we been? 1990s ADR discovered 1990s ADR discovered 1996 ADR Act of ADR Act of ADR Working Group 1998 ADR Working Group 2000 EEOC required all agencies to establish an ADR program EEOC required all agencies to establish an ADR program. We seem to keep doing the same things we have always done & expect different results.

4 The Future The Future Will another ten years of being reactive help? We teach people how to manage themselves and to inspect their own work, why not teach them how to resolve their own differences? Why not be proactive and take charge of conflict?

5 The Keys to Success Complaints are avoided as parties learn to communicate with each other. Complaints are avoided as parties learn to communicate with each other. The less time between recognizing concerns and addressing them improves prospects for favorable resolution. The less time between recognizing concerns and addressing them improves prospects for favorable resolution. There is no substitute for dedicated budgets. There is no substitute for dedicated budgets. ADR should be encouraged at the earliest possible time and at the lowest level. ADR should be encouraged at the earliest possible time and at the lowest level. Mr. Jeffrey M. Senger.

6 The Keys to Success Contd Individuals and Supervisors need to manage their own differences. Individuals and Supervisors need to manage their own differences. Education Education Personal Responsibility Personal Responsibility Personal Accountability Personal Accountability

7 GAO (GAO-03-2) Planning strategically & targeted investments Planning strategically & targeted investments Stakeholder Input Stakeholder Input Educating Managers and Employees Educating Managers and Employees Streamlining Processes Streamlining Processes Transparency Transparency Changing Culture Changing Culture

8 Strategic Planning Does your strategic plan have a conflict management component in it? Do you know what your conflict management strategy is? Does it empower people? Is your agency reactive or proactive?

9 Stakeholder Input Do your employees and supervisors have the training, responsibility, and agency expectations of being responsible for themselves? OR Are the experts still reacting to and trying to resolve workplace conflict?

10 Educating Managers and Employees Does your new employee, supervisor and professional development training include the skills that underlie mediation? Does your workforce understand that interpersonal relationships are an individual responsibility?

11 Streamlining Processes &Transparency Why isnt conflict in the government workplace identified, addressed, and resolved as a matter of daily interaction?

12 Changing Culture You cant keep mediating, arbitrating, and litigating and expect the trend in increased conflict filings to the EEOC and workplace dissatisfaction to abate. You cant keep mediating, arbitrating, and litigating and expect the trend in increased conflict filings to the EEOC and workplace dissatisfaction to abate. Why not give workers themselves the ability and responsibility to change the culture in a positive direction? Why not give workers themselves the ability and responsibility to change the culture in a positive direction?

13 Its Not Rocket Science Personal Skill Employer Support High Expectations Self Determination

14 Managing Conflict Is a Life Skill Both Personally & Professionally


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