REWARD
New adventures in conflict resolution: mediation, innovation and the enduring need for skilled managers
Andrew Sutherland, senior research officer at Acas (the Advisory, Conciliation and Arbitration Service), discusses new research into mediation and early resolution that highlights some clear benefits for an National Health Service (NHS) Trust
R emember the phrase, “It’s the economy, stupid”? It’s a political truism that began as the de facto slogan for Bill Clinton’s successful 1992 US presidential campaign. Clinton’s team used it to focus minds on the big issue likely to decide an election being held in the middle of a recession – it was even printed on a sign that hung in campaign headquarters. Here’s a thought experiment: if you were going to hang a sign in your organisation – above the photocopier in human resources (HR), say – to highlight the one thing that
researching workplace conflict for several years. As my colleague, Gill Dix wrote in Professional in February (http://ow.ly/ bJWZ50OBJay), we’ve amassed a large body of evidence to show early resolution brings significant gains. Recent Acas analysis estimated the annual cost of conflict to UK business as being almost £30 billion. Monetising the scale of the problem is one thing, but how do we fix it? In recent years, Acas has been using a case study approach to explore the different strategies organisations are using
matters most for handling conflict in the workplace, what should it say? On the basis of new Acas research, there’s a strong case for: ‘It’s the managers, stupid’. Signs are optional, but the sentiment is worth bearing in mind, as our new research project – a case study of innovative new conflict management arrangements introduced by East Lancashire Hospitals NHS Trust – demonstrates. Acas’s case study approach First, some context: Acas has been
| Professional in Payroll, Pensions and Reward | July 2023 - August 2023 | Issue 92 46
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