It’s a familiar refrain.

“Communication breakdown was a big issue for both our physical claims and our psych claims. And we just didn’t really have the right approach to that. We certainly weren’t approaching conflict early enough, when the issues were in their infancy.” 

Karen Linford, an OHS/WorkCover Consultant at Austin Health, knows all about the problems caused by unhealthy workplace conflict. She’s also pinpointed some effective solutions. In a nutshell, Karen’s advice is to ensure that staff:

• Understand that conflict is normal and manageable;
• Know about the support services available; and
• Know who to approach if they’re experiencing unhealthy conflict.

That’s the broad outline. Now, let’s get into the nitty gritty of understanding, identifying and managing RTW conflict…

Q: What causes RTW conflict?

A: Karen identified five common conflict culprits:

1. Personality clashes.
2. Underlying bullying and harassment allegations that the worker doesn’t want to take through the formal processes, but which need to be resolved.
3. Smaller issues that snowball:
   • A general sense of being a bit unhappy about working conditions;
   • Workload changes or role changes; or
   • Workplace environmental changes. 
4. A perceived lack of recognition in the workplace, which may centre on factors such as a worker’s:
   • Title;
   • Role;
   • Pay; or
   • Promotion prospects.
5. Differing expectations about:
   • What is acceptable behaviour in the workplace; or
   • How people will respond to what is said and done by others.

Karen told us that, “If what’s happening in the workplace doesn’t measure up to a person’s expectations they often feel disappointed, or that their needs are not being met, even when they have not verbalised their expectations.  The impact of unmet or unresolved expectations can be significant in the workplace.”

Q: Conflict is a sign that someone’s not doing their job properly, isn’t it?

A: No. Conflict is a normal part of working life. According to Karen, “You haven’t necessarily failed nor done something wrong if you end up in an unhealthy conflict situation. However, if disharmony is evident, working relationships break down, or it is impacting on RTW, the situation needs to be managed.”

In fact, conflict isn’t necessarily anyone’s ‘fault’. Conflict can result from a mismatch of communication styles and approach.

“Everyone has a preferred way of communicating and responding to situations.  Any communication is subject to being misinterpreted by others with a varied communication style.  This is why in our day to day interactions it’s important to check the other person’s understanding of what has been said, to ensure mutual understanding.”

Q: How can a RTW Coordinator or case manager tell that conflict is an issue for a returning worker?

A: You don’t need to be a super sleuth to identify problem conflict, but you will need to ask questions and pay attention to the worker’s situation. Karen told us that conflict is probably derailing the return to work process when:

• RTW is delayed for reasons that aren’t clear, based on the diagnosis;
• The worker’s main concerns are about managing interactions with coworkers or their manager rather than coping physically in the workplace;
• The manager or supervisor mentions that the worker has trouble fitting into the team or the organisation;
• People – for example team members – have stopped talking to each other; or
• There’s been a verbal disagreement/s in the lead up to the claim.

Q: Doesn’t interfering in other people’s conflict just make the situation worse? 

A: No. Don’t be a conflict ostrich! Ignoring workplace conflict is a HUGE no-no. At Austin Health, Karen has discovered that the earlier intervention happens, the better for everyone.

“Although identifying the right approach is important, we have found that using any form of early intervention is always more effective than doing nothing in the hope that the issue will just go away.”

Q: What are some effective early intervention strategies for managing conflict?

A: Successful intervention strategies include:

• Letting all the staff involved know straight away about support services available to them;
• Managers meeting with those involved  to identify the underlying issues, listen to their concerns and generate an agreed plan moving forward;
• Asking staff about the kind of support they need to help resolve the issue;
• Encouraging affected staff to utilise Employee Assistance Programs; and
• Mediation.

Karen’s responsibilities at Austin Health include working in the OHS team, claims and RTW management and coordinating an innovative conflict management program, funded by WorkSafe Victoria’s RTW Fund. The program has three main components:

1. Manager training – a training program that improves the skills of line managers in identifying and managing unhealthy conflict. 54 managers, overseeing 1500 staff, have received the training to date.
2. Organisational awareness – a program that assists workers to identify unhealthy conflict and seek appropriate support/s.
3. Mediation – an external service aimed at resolving unhealthy conflict, pre-claim and post-claim cases, identified through the project.