Behavioural Standards Guidance (Revised core values) - October 2024
In this section
- 1. Introduction
- 2. Scope
- 3. Confidentiality
- 4. Roles and responsibilities
- 5. Acceptable behaviour
- 6. Unacceptable behaviour
- 7. Defining discrimination (direct or indirect), victimisation, bullying, sexual harassment and harassment
- 8. Cyber bullying
- 9. Determining whether unacceptable behaviour is taking place.
- 10. Capability, conduct and positive management
- 11. Learning and Development
- 12. Resolving concerns relating to unacceptable behaviour
- 13. Formal action
- 14. Third party harassment
- 15. Malicious complaints
- 16. Ensuring equality of opportunity
- Appendix 1 - Definitions
- Appendix 2 - Managing Performance
- Appendix 3 - Informal Ways of Resolving Conflict
- Appendix 4 - Managing Conflict
- Appendix 5 - Standards of behaviour key contacts
Appendix 4 - Managing Conflict
A Guide for Managers
Managing conflict between individuals
1. Have a quiet word
In many disputes between individuals there is a clear transition from an informal to a formal stage in the conflict.
The informal stage often involves simply talking, and listening, to your employees. Giving people the time and space to express their feelings and concerns can often help to clear the air.
Employees also need to know:
- that they can approach you if they have a problem at work.
- that you will listen take their concerns seriously; and
- who they can approach if they find it difficult to discuss their concerns with you, e.g. HR.
It helps if you can foster a culture within your team that encourages employees to express their opinions and work out solutions.
2. Investigate informally
Don't make quick decisions based on a 'gut feeling' about what is going on. Take the time to talk to team members, colleagues and gather any relevant information about those involved. For example, you may need to speak to HR for advice or a colleague or supervisor may be aware of any personal problems affecting an employee's performance.
Also, be clear about your role in resolving the conflict and what you hope to achieve. Most people involved in conflict will have their own ideas about what they would like to happen, but what would be a reasonable outcome for everyone?
3. Use the Authority’s internal procedures
If an employee makes an official complaint to you then the conflict has moved towards a more formal stage. If this happens you need to refer to the Authority’s Grievance Policy when dealing with grievances, bullying or harassment – as well as the Disciplinary Policy for misconduct, Capability Policy for poor performance and Sickness Absence Policy. There are also separate procedures for dealing with collective disputes.
4. Upgrade your skills as a manager
Having one-to-one conversations with employees and other managers requires a great deal of sensitivity and empathy. You need to:
- listen to what employees say and try and pick up on any underlying causes of unhappiness or stress.
- question employees in a measured and calm way, putting them at ease and giving them the chance to speak freely.
- reframe what's been said so that problems can be seen in a different light.
- build teams by making connections between the interests of the individual and that of the team, your department, or the Authority.
- lead by example and set the right tone for the way people communicate with each other in your team and ensure that there is respect for diversity (see the Authority’s Equality and Diversity Policy and make sure your team is aware of it too).
Training and development can help you keep up to date with current employment matters and keep your management skills up to date. Look at the Authority’s Learning and Development Policy and seek advice from your Corporate Learning and Development Advisor.
There are also a range of training and development opportunities for your team if you have concerns about team dynamics, etc and the Learning and Development team will be able to give advice.
5. Consider getting help
Managing conflict between employees is often about understanding the perceptions one person has of the other. Perception is the process of interpreting the information that we gather about other people – through listening, talking, observing and general interaction.
Dealing with these perceptions can sometimes test your people management skills to the limit. You may need special training – or the skills of an outside party – to successfully manage conflict. In these circumstances you can seek advice from HR who can support you in identifying techniques for helping managers to explore their own solutions to work based challenges and the corporate learning and development team who can advise you on the support available to develop your skill, knowledge and understanding of conflict management.