WorkMatters was contacted by a Government department to discuss possible strategies to deal with ongoing conflict between 20 staff.

  WorkMatters was provided with the following background information:

• The group had been under review for the previous 5 years resulting in a number of changes to the structure and running of the area
• There were a large number of contract positions at varying levels
• The area had been experiencing functional difficulties with the introduction of a new computer system impacting on the area’s ability to perform some of its key functions
• A new physical move of the area had occurred
• Staff were not speaking with each other with a number of staff making complaints against their colleagues
• A number of informal complaints had been made about staff by external clients
• Management had attempted to address interpersonal conflict between staff members utilising both consultative and directive approaches without success

WorkMatters commenced their involvement with the area by inviting staff by letter to participate in a voluntary confidential Health and Wellbeing Workplace Assessment.   A number of staff were absent during the interviews and chose not to participate in the process.  The manager chose to withdraw from managing the unit part way through the process and elected to take another position within an associated area.  The new manager was briefed and assisted WorkMatters with the process that had been commenced.

As a result of information obtained during the Assessment, it was identified that one staff member had behaved in an overt bullying fashion towards the manager as well as colleagues.  A small number of additional staff were identified as behaving in a covert bullying fashion towards a number of their colleagues.  The previous manager was also identified as having difficulties in dealing with the conflict situation.  Staff additionally raised concerns about the organisational structure and levels of pay.  Staff identified that their morale was very low with 60% of staff identifying that they suffered from high stress levels as a direct result of the current environment.

Following the assessment process, discussions were held between the managers and WorkMatters regarding future action.  As a result, WorkMatters suggested a staggered process to address the issues that had been identified.  This resolution process included:

• Meeting with all staff members individually to provide feedback regarding the findings and recommendations of the Assessment
• Setting ground rules for appropriate workplace behaviour
• Staff members identified as behaving inappropriately were taken through an individual  coaching session on appropriate workplace behaviour, what constitutes unlawful behaviour, their rights and responsibilities and appropriately managing workplace conflict
• Support mechanisms were introduced to assist the previous manager including training and mentoring
• Review of the area to assess the structure and identification of ongoing positions at appropriate levels and ensure consistency and parity of award conditions
• All staff undertaking a Team Management profile (TMP) to identify their major and related areas of work preference
• Training in Team Management Systems over two half day sessions

The Assessment process including the implementation of recommendations took 7.5 months.

Contact was made by WorkMatters three months after the conclusion of our involvement and WorkMatters was provided with the following information:

• The culture of the workplace had changed with staff now communicating with each other
• All staff members attended the Christmas party which had not occurred previously
• One staff member participating in inappropriate behaviour took up another position within the organisation
• A staff member that had been agitating inappropriately for change took up another position outside the organisation
• Feedback from external clients was now positive
• Other staff members that behaved inappropriately had altered their behaviour significantly and were viewed in a more positive light by colleagues
• Individual meetings with staff held by the current manager indicates that there are no residual issues resulting from the original conflict situation with staff viewing the area and their colleagues positively.