Downsizing can affect communications at work but conflict resolution helps
"Organizations in transition often put aside people issues and deal with structural processes and protocols." -- Colin Baile. by Nancy Gardiner
NNSL (July 14/97) - Stoney silence. Supervisor and employee. Which one will break the ice first? Colin Baile is used to dealing with conflict resolution. He offers mediation and arbitration services from his home in Yellowknife. He's that impartial third party that people can call to resolve conflicts. The spokes of controversy he handles include landlord and tenant matters, contract, labor and construction disputes, domestic or consumer matters and organization versus organization. "With changing economic times and downsizing, there's fewer individuals doing more work and that creates a lot of tension," Baile says. "Employers' expectations of what people are supposed to be doing has increased." "I'm finding a lot of supervisors are in that position due to their technical expertise. But some may need to work more on people skills and how to deal with conflicts while they're small." Baile has seen situations where managers shut down and stop talking to staff. "It's the apprehension of who will be left after downsizing -- it affects everyone, managers and their staff. As a result, decision-making processes can grind to a halt. Supervisors make no decision, rather than the wrong decision." "When people are sent by their supervisors, finger wagging -- you need better communication skills -- that tells me the wrong person is there. And when communication fails, it's hard to maintain any type of relationship and trust." When communication breaks down, people start making assumptions, says Baile. Before the conflict reaches a leave-the-job scenario, there is a tool box of skills available, says Baile. Of primary importance is getting curious and asking lots of questions. "If you're open to listening to the other person, it gives you more information," he says. There's team-building skills, staff involvement in some problem-solving and a shift away from the adversarial process, one the biggest changes Baile has seen. "Seventy per cent of a person's working day is spent in communication," he adds. "I most commonly see supervisors failing to communicate with staff and the reasons vary from time crunches, autocratic management style and a perceived lack of respect by employees." Peter Portlock is the Executive Director of Alberta Arbitration and Mediation Society. He says Baile is only one of three chartered arbitrators in the Alberta-NWT region outside Edmonton and Calgary. |