There’s a lot at stake in RTW, for both employers and employees: physical health outcomes, money, self esteem, productivity, morale and issues with family and the broader community. This means that RTW is likely to cause conflict – and that’s good news!

When conflict arises about what tasks need to be done and the best processes for doing them, the best case scenario is that people put their thinking caps on, and innovate.

Well managed conflict can be incredibly positive, leading to:

• New ideas and improved processes.

An employee’s GP sends him back to work with a list of restrictions that substantially limit his activities and make it difficult to find modified duties. The employee wants to work but doesn’t want to risk aggravating his injury. Rather than simply ignoring the problem and reducing the employee’s hours the supervisor calls the doctor, explains that there are no suitable duties with those restrictions and invites the doctor to inspect the workplace. The doctor does and, with a better understanding of the movements involved, is able to suggest workable restrictions.

• Higher productivity.

A RTW Coordinator’s frustration about duplicated paperwork leads management to conduct an audit of injury reporting systems and claims management paperwork. Turns out the RTW Coordinator’s frustration was founded: there are multiple forms across three departments collecting similar information. This enables the organisation to streamline data collection, allowing valuable employees to focus on outcomes rather than paperwork.

• Improved safety.

Unionised truck drivers complain about inadequate breaks during and between shifts. After two months of negotiating, their employer increases the minimum break between shifts. Six months on, there has been a significant reduction in accidents and staff turnover has dropped.

• Better morale.

A new HR manager encourages office staff to express what they’re really thinking about workplace culture. Senior management are shocked to discover that many employees are unhappy about a lack of flexible working arrangements. No one had ever complained before, at least not to their managers, but many workers have good suggestions as to how a better work life balance could be achieved. Within 12 months, there has been a significant reduction in sick days.

• Educated employees.

A manufacturing worker on a graduated return to normal duties refuses to perform certain work tasks, believing that because these tasks cause pain, they are aggravating her injury. Her supervisor encourages her to speak with her doctor about these concerns and her doctor is able to reassure her that pain does not equal damage. This will have a different – and much more positive – effect, than if the supervisor either acquiesced without conflict, or did not take the workers’ concerns seriously. The worker now has a better understanding of her own work restrictions and is able to perform more productively, returning quickly to normal duties.

Don’t be afraid of conflict. You can’t avoid it, so you may as well make the most of it!