A manager and two staff members who had different work and communication styles found themeselves unable to work as a team leading to conflict between them.  All three staff members lodged formal and informal complaints, with all parties lodging complaints aginst each other.  Prior to proceeding down a formal investigation pathway, the employer engaged WorkMatters to explore the options available to address the issues raised.

Initial private meetings were held with staff to allow them to debrief and to assist to identify their issues.  All staff indicated a desire to address the issues informally.  WorkMatters identified that two consultants be utilised to address the matter and as a result a staged process was introduced which included:

• Team Management profiles (TMP) to identify staff preferred work styles
• Individual conflict coaching and preparation for mediation by the second consultant
• Mediations between the manager and each staff member where their TMP’s were discussed
• Whole team facilitation to address task related issues which affected the group
• Formalised and regular team meetings to address any emerging issues

All staff agreed to withdraw their complaints as a result of the intervention.  Three and six month feedback following the intervention identified that the parties have a greater understanding of their work and communication styles which has assisted them to work as a team.  The organisation also undertook to have all staff members within the broader team undertake a TMP which were subsequently utilised as part of team meetings.