Conflict in New Zealand Workplaces Study

Tā te Hinengaro Tōkeke Whakatau FairWay Resolution Limited

FairWay Resolution Conflict in New Zealand Workplaces Study

August 2014 Contents

Foreword 1

Executive summary 2 Health and safety implications of workplace conflict 2 Productivity implications of workplace conflict 2 Sector implications of workplace conflict 3 Gender implications of workplace conflict 3

What is the conflict about? 4 Disagreements about how to perform a task 4 Relationship conflict is lower in New Zealand than other countries 5 Conflicts are intense and can last longer than one month 5

Who is involved in conflict? 6 Who started the conflict? 6 Conflict with more senior employees 6 Conflict with external parties 7

What are the impacts and consequences of conflict? 8 Personal impact 8 Workplace impact 9

Seeking support to deal with workplace conflict 10 Poor responses to employees’ requests for help 10 Friends and family as support for people in conflict 10

How can organisations manage conflict better? 11 Ways of resolving workplace conflict 11 The role of culture in responding to conflict 11 Conflict management interventions 12

Research methodology 14

About FairWay Resolution 16 What problems does FairWay Resolution solve? 16

Conflict is an inevitable part FairWay Resolution commissioned this of the work environment. ground-breaking research in order to start building a body of knowledge It emerges wherever about the nature of workplace conflict there is potential for within the New Zealand context. disagreement – whether We have taken a holistic approach; exploring the drivers, dynamics and between employees, personal and workplace impacts between employees and in order to gain deep insights and management or between intelligence that can be applied in suppliers and customers – conflict management solutions. yet very little is known about Equally important, this research is the extent of conflict within a platform to start the discussion about workplace conflict – to bring our workplaces and the the topic out from under the carpet as impacts of poorly managed a critical first step in making conflict conflict on organisational management a core competency in an organisation. productivity. Underpinning our research is the need to recognise that conflict is not an inherently negative concept; that it is time to rethink the role of conflict in the workplace and to focus on how to harness conflict constructively.

Anticipating a robust discussion.

Greg Pollock Chief Executive

One in four New Zealanders experienced productivity sapping conflict in the workplace.

The FairWay Resolution Health and safety implications of Conflict in New Zealand workplace conflict Workplace conflict seriously damages Workplaces Study shows Boards and employers may be relationships and the extent, nature and cost concerned about the health and safety the overall financial of organisational conflict in implications of conflict in light of greater regulatory responsibility for employees’ performance of New Zealand. health and safety. Our research organisations in showed that the consequences for New Zealand. We surveyed a cross-section of 740 the employees involved in workplace employees from the public and conflict are feelings of anger, stress and private sector in a range of industries, anxiety, followed by losing focus in the and found that in the last year, a workplace, avoiding communicating quarter of employees had at least one with the other party and reduced disagreement or argument at work motivation. that distracted or prevented them from doing their job. Over a third of Negative personal effects of conflict the disagreements/arguments went on were amplified by two thirds of for more than one month suggesting respondents asking for help from that productivity loss due to conflict in their managers, but only half receiving the workplace is significant. satisfactory support in the workplace. Only six percent of those in conflict One thing is clear — organisations that called on their HR team to help them invest in equipping their employees’ manage the conflict. with the skills to manage conflict effectively, reduce the risk of lost With greater employer responsibility productivity that arises from conflict in for employee wellbeing comes the the workplace. Conflict management opportunity to more actively minimise is not a soft skill or a ‘nice-to-have’, but the negative consequences of conflict. is critical to optimising performance of New Zealand organisations.

© FairWay Resolution Limited 2014 FairWay Resolution Conflict in Page 2 Tā te Hinengaro Tōkeke Whakatau New Zealand Workplaces Study Productivity implications of Gender implications of workplace conflict workplace conflict Significantly more public sector than Other impacts of conflict were missing Slightly more men than women private sector deadlines, loss of confidence and reported experiencing conflict in the mistakes being made. Respondents workplace. The nature of conflict employees feel reported taking time off as a response experienced by the genders is quite stressed following to conflict, of leaving the employment different. Men reported much higher conflict (71% by choice or dismissal. levels of conflict over work-related ideas compared to 47%) than women, whereas women were far Clearly a quarter of the workforce more likely to experience a conflict over producing poorer quality of work, bullying or a personality clash. higher absenteeism and loss of focus due to poorly managed conflict adds up Possibly due to the interpersonal to significant loss of productivity to the nature of the conflict – rather than Women are New Zealand economy. work-related conflict – women are considerably more considerably more likely than men likely than men to to seek help or support from people Sector implications of workplace outside the workplace such as family seek help or support conflict and friends or unions. from people outside the workplace The survey revealed significant The survey shows that conflict is such as family and differences between workplace conflict not well managed in New Zealand’s in the public and private sectors. The workplaces, and that the cost of failing friends or unions effect of conflict on the public sector to manage conflict effectively is indirect is far more pronounced than the but significant. Publication of these effect on private sector employees. survey results aims to raise awareness Those working in the public sector of conflict in the workplace so that are significantly more likely than their steps can be taken to address it. private sector peers to have had at least one disagreement or argument with someone in a more senior position; more likely to feel stressed by the conflict; and more likely to avoid communicating with the other party involved. Twice as many public sector workers as private sector employees reported that conflict resulted in loss of motivation to do their job.

Significantly more public sector than private sector employees feel stressed following conflict (71% compared to 47%). Not only are public sector workers’ behaviours in response to conflict more negative, but they are also five times more likely to receive a warning than those working in the private sector.

A quarter of New FairWay’s study found that workplace Zealanders in the conflict in New Zealand results in If harnessed well, negative outcomes. A small minority workplace had at least one constructive conflict of the participants expressed conflict is a characteristic disagreement or argument as having a positive effect in the of high performing at their workplace within workplace, suggesting that only a minimal amount of conflict’s ‘productive organisations. the last 12 months, which potential’ is being harnessed. they felt was serious The scope therefore is to equip workers enough to compromise to recognise that conflict can be dealt their ability to do their job. with constructively, and to resolve negative conflict early. Major types of conflict in New Zealand organisations include: Disagreements about how to • differences of opinion about how to perform a task perform a task; Sources of conflicts were most often • relationship conflict that is focused about differences in opinions about how on values, individual styles, to perform a task (21%) and procedures personality and personal taste. or policies not being followed (17%). The nature of organisational conflict Although relationship conflict has been in New Zealand identified in our study shown to have the greatest impact on is consistent with the findings of performance, team satisfaction and task international studies1. performance also decrease as task-related conflict increases in the workplace. Task Conflict in the workplace can positively conflict has the most negative effect when or negatively affect performance. experienced in an uncertain environment Management literature tells us that such as project and programme teams, conflict energises people to debate which are particularly widespread in the issues and evaluate alternatives public sector3. more thoroughly2. If harnessed well, constructive conflict is a characteristic Men were significantly more likely than of high performing organisations. women to disagree about the best method of performing a task suggesting that men are more process-oriented.

1. Karen Jehn and Elizabeth Mannix “The Dynamic 2. McShane et al. Organisational Behaviour in the Pacific Nature of Conflict: A Longitudinal Study of Intragroup Rim (Sydney: McGraw Hill,, 2010) Conflict and Group Performance,” The Academy of Management Journal, 44 (2001): 2, 238-251. 3. McShane et al.

Procedures/Policies 17%

Working conditions/hours 14%

Treatment of staﬀ/Bullying/ 13% Personality clash

Attitude 10%

Performance 6% REASON FOR Wage/Salary/Allowance 5% CONFLICT Invoice/Payment 4%

Workload 3%

Disrespecting personal values 2%

Contract obligations 2%

Other 21%

Don’t know 2%

Men negotiate to advance their own A multi-country survey found interests4, and may see task-related personality clashes accounted for Relationship 6 conflict as important to advance their 49% of all conflicts . conflict arises when careers. people focus on the When organisations’ policies are flawed, Conflicts are intense and can last characteristics of employee criticism can be positive longer than one month people rather than conflict that improves design. To the issues as the Most workplace conflicts lasted either empower employees to constructively source of conflict7. criticise policies, ‘safe’ forums should several days or more than one month. be established for open discussion. The length of time employees spend Relationship in conflict shows both the intensity of conflict is therefore conflict, and workers’ ability to manage wholly negative and Relationship conflict is lower in it effectively. Of the conflicts that had 8 New Zealand than other countries ended at the time of the survey, 46% of unproductive . conflicts lasted less than one week, and Personality clashes or bullying 37% of conflicts lasted longer than one contributed to 13% of conflicts in the month. The longer the duration of the workplace, and 10% to co-workers’ conflict, the greater the impact on the ‘attitude’ according to respondents5. directly affected employees’ performance, and the performance of those supporting them from within the workplace.

4. Kray and Thompson (2005) Gender Stereotypes and Fellowship Waikato Incorporated AA 31/07, 13 Feb 2007 Negotiation Performance: An Examination of Theory at [207]. and Research, Research in Organizational Behaviour, 26, 103-182 6. CPP. “Global Human Capital Report: Workplace Conflict and How Businesses can Harness it to Thrive,” 5. Conflict (including bullying) was measured in this July 2008, Available from: https://www.cpp.com/pdfs/ study in terms of the respondent’s self-perception of it CPP_Global_Human_Capital_Report_Workplace_Conflict. occurring. While this approach is consistent with other pdf (31 July 2013). studies, it differs from the objective measurement of bullying. The legal definition of bullying is based on 7. McShane et al., (2010). a number of objective criteria being met. The legal definition of bullying in New Zealand is reliant on case 8. Karen Jehn A Multi-method Examination of the Benefits law. See, for example, Kneebone v Schizophrenia and Detriments of Intragroup Conflict, Administrative Sciences Quarterly, 40 (1995): 2, 256-282.

Conflict is most prevalent This finding reinforces that managers among those who are should seek the perspectives of both Most respondents parties to a dispute as there are middle-aged, earning over blame the other usually multiple perspectives about party for initiating $80,000, are in the public the conflict. If unable to remain neutral the conflict, while sector, and have been in enough to fairly help workers resolve conflict, managers would benefit from downplaying their the job between one and independent third-party investigation, own responsibility. five years. facilitation or mediation of the dispute.

The common theme among respondents who had experienced Conflict with more senior conflict is seniority in the labour employees market. The position of power allows Most employee conflicts in New these workers to confidently assert Zealand were with a more senior their rights, interests, and opinions employee. Seventy seven percent had a in the workplace. But this group is a conflict with someone at a more senior valuable sector of the labour market level, but only 25% reported conflict and is limiting its potential contribution with someone who reports to them. to the workforce because of poor The discrepancy between employee conflict management skills. and manager responses likely reveals differing perspectives on the same Who started the conflict? conflicts among managers and staff.

When asked who initiated the conflict, Junior employees are registering one-third of respondents acknowledged significant conflicts with managers that they did. Sixty five percent of which is damaging their ability to be respondents said the other party productive. Interestingly, managers started the conflict. interpret these encounters as normal relations between staff. This may be Most respondents blame the other because managers are consistently party for initiating the conflict, while invoking their seniority to create downplaying their own responsibility, win-lose outcomes, in which they win. suggesting that people reconstruct conflict in a way that comfortably fits their world view.

© FairWay Resolution Limited 2014 FairWay Resolution Conflict in Page 6 Tā te Hinengaro Tōkeke Whakatau New Zealand Workplaces Study The reactions of employees to conflict Conflict with external parties certainly indicate that people have a win-lose strategic understanding Although conflict with co-workers was of conflict. The ‘power over’ dynamic most likely, employees also reported reflects a forcing approach as having conflicts with customers — more contrasted to ‘power with power’ which than conflicts with suppliers. This is reflects a fostering approach. A forcing surprising given wide understanding in approach is often the cause of conflict. the business world that ‘customers are king’. It appears that the reality is quite In comparison to findings in similar different. Thirty percent of employees overseas studies, New Zealand workers had a conflict with a customer, were significantly more likely to be in compared to 12% of employees conflict with a more senior person in experiencing a conflict with a supplier. the organisation. In United Kingdom, France, and the United States, conflict There is growing evidence to suggest is more commonly among entry level that customer conflict has a far greater 10 staff. This finding may reflect New impact than most people realise . Zealand’s low power-distance and high individualism values that empower employees to challenge authority and debate commands from superiors9.

The sample reveals that employees and managers engage in conflict over different issues. For example, 20% of non-managers who were involved in a conflict reported arguing over work conditions or hours compared to only 2% of managers. Similarly, 17% of non-managers who were involved in a conflict reported experiencing a conflict over bullying, personality clashes, or how they were being treated, compared to 4% of managers. The finding indicates that non-managers are more likely to be involved in a relationship-based conflict than managers.

9. McShane et al., (2010). 10. The Importance of Reducing Customer Conflict. Shaun Belding. July, 2004.

New Zealand workers’ to avoid the conflict. This response approach to conflict process indicates a lack of confidence and skill in dealing proactively with resolution among conflict, but in some circumstances managers and employees may be the most appropriate course is both uncooperative of action. and unassertive, which Significantly more females than males is the least effective reported feeling stressed as a result of conflict (69% compared with 47% strategic approach to of males). This is consistent with a conflict resolution. European multi-country study, which More women than The usual approach to found more negative emotional fallout men were stressed 11 conflict among both from conflict among women . as a result of workplace conflict. managers and employees The Health and Safety at Work Act is to disengage from the which comes into effect on 1 April 2015 will make managers more accountable conflict, the other party, and for ensuring workplaces are healthy generally lose motivation. and safe. The most effective way to improve health-related consequences of conflict is to help employees Personal impact recognise disagreement that may lead to conflict early through training and The survey shows that New Zealand create a culture where employees and employees’ most common reaction managers know what to do to curtail to conflict is anger/frustration (83%), escalation of conflict into disputes. followed by stress (57%), anxiousness/ nervousness (47%), loss of self-esteem It is possible that a poor conflict culture (25%), and trouble sleeping (25%). may lead to unwillingness to speak Becoming sick or drinking more alcohol up on health and safety issues in the were less common, but still significant workplace, hazards and therefore responses. may not be reported if this is the case, particularly if workplace culture Eighty three percent of workers in involves bullying or teasing. conflict initially react in anger or frustration to conflict, but then choose

11. CPP. “Global Human Capital Report: Workplace Conflict and How Businesses can Harness it to Thrive,” July 2008, Available from: https://www.cpp.com/pdfs/CPP_Global_Human_Capital_Report_Workplace_Conflict.pdf (31 July 2013).

© FairWay Resolution Limited 2014 FairWay Resolution Conflict in Page 8 Tā te Hinengaro Tōkeke Whakatau New Zealand Workplaces Study Workplace impact Although most employees said nothing further happened at work as As a result of disagreements, almost a consequence of the conflict, some half of respondents reported losing managers lost confidence in the person work focus or becoming distracted from who reported to them if involved work, losing motivation and confidence, in the conflict, and 11% received as well as missing deadlines. Public warnings from their employers. This sector employees were nearly twice as data suggests that ineffective conflict likely as private sector workers to lose management can result in long-term motivation and significantly more likely career damage. to avoid communicating with the other party to the conflict. Fourteen percent of those in conflict took time off work.

Seventy percent of Friends and family as support employees who experienced for people in conflict “My manager never tried to resolve the a conflict sought help from Fifty five percent of those with a conflict problem; she just sought help from someone outside of within their organisation to tried to ignore it”. resolve their conflict. their organisation. Employees most commonly turned to family/friends/ partners (46%), followed by their Of these, 47% turned to their manager union (9%), a lawyer (2%), counsellor/ or a CEO, and 30% turned to a psychiatrist (2%), and lastly a doctor colleague at the same level, but only 6% (1%). of those with a conflict asked a human resources member for help. Workers Women sought help more from outside in the private sector were significantly the organisation (67% compared to 45% more likely than public sector workers of men). This finding may reflect that to seek help from a senior person women are more likely to be involved in within their organisation. personality clashes or bullying and feel safer seeking support from supportive people outside the organisation, or may Poor responses to employees’ be more attuned to asking for help in requests for help general.

Of the people who sought help from More public sector employees turned managers in the organisation, only to a union for help in resolving their half are satisfied with the response. conflict (19% compared to 3% of private The reasons for the dissatisfaction sector employees), reflecting a higher include managers trying to ignore the rate of unionisation in the public sector. problem, not feeling heard and being told to “get over it”. The findings show that New Zealand organisations are not managing conflict effectively. Managers are not equipped with the skills they need to effectively manage conflict in their organisations.

At the heart of all conflict, Smart leaders and organisations avoid be it the workplace or in the first two, and focus on finding Controversial issues ways to resolve conflicts through the in the work place another context, is the cycle third (reconciling interests). Every can be managed organisation has a strategy for resolving of retaliation. It is a cycle of in a way that blaming and justifying that conflict that is embedded in its culture, although often the strategy is hard to enables positive people become locked into define. Through FairWay’s research, change and growth, and have great difficulty we have also identified that some and contributes escaping from. individuals have a strategy for managing positively to an conflict too, unfortunately, involving the organisation’s A triggering event at work leads a wrong reactions of distancing, blaming, culture. person to think that their interests are justifying and coercion. being threatened. This prompts anger and emotional thinking, and the use The role of culture in responding of inappropriate behaviour. And this behaviour serves as a trigger for the to conflict other person feeling that their interests Conflict is not always negative or are threatened, and they then mirror destructive. Controversial issues in the behaviour. They have now locked the workplace can be managed in a themselves into the retaliatory cycle of way that enables positive change and conflict, and they and the organisation growth, and contributes positively to an will bear the brunt of the negative organisation’s culture. consequences of conflict until it is somehow resolved. Culture is one of the three dimensions in every organisation in which conflict management strategy is embedded. Ways of resolving workplace Cultural norms, shared values and conflict attitudes influence workplace conflict behaviour. The other two dimensions in There are three acknowledged ways of which conflict management strategy is resolving workplace conflict. These are: embedded are competencies (people’s • power contests ability to manage conflict), and structure (the design of the organisational • rights contests structure). Organisation-wide conflict management competencies are • interest reconciliation. embedded in these three dimensions, and should not be mutually exclusive12.

12. Daniel Dana. (2001) Conflict Resolution, (New York: McGraw-Hill 2001)

© FairWay Resolution Limited 2014 FairWay Resolution Conflict in Page 11 Tā te Hinengaro Tōkeke Whakatau New Zealand Workplaces Study Conscious and skilled organisations system. The informal nature of the are those that best mitigate the myriad Independent-Neutral Practitioner A number of of negative consequences associated (INP) fosters conflict management early resolution with unmanaged conflict that have and resolution of disputes quickly intervention been identified in FairWay’s workplace whilst reducing the cost of a conflict processes are research. These are ‘conflict competent’ both in dollar terms and human cost. organisations. available. These • Facilitation is a flexible and open- include: Unconscious and unskilled organisations ended dispute resolution process. It will be those that continue to be involves an impartial, professionally • Establishing exposed to the risks, and the natural qualified facilitator helping the a conflict consequences of cost and disruption. parties to have conversations that management are respectful and productive. The system facilitation process allows people Conflict management to have constructive dialogue and • Facilitation interventions to share perspectives. It also has a process focus, which enables • Mediation If your workplace experiences conflict, people to have forward thinking a number of conflict management and step-by-step conversations. • Adjudication interventions can be used to manage and resolve it and create the conditions • Mediation is a simple and informal for constructive conflict to occur. process where parties in conflict work with an impartial mediator to Building organisational and individual reach agreement. Mediators are conflict competence lies at the heart trained to help parties understand of effective and efficient conflict each other’s perspectives on management. This can best be the dispute and find a solution achieved through focussing on culture, that both parties can agree to. competencies and structure of the Mediators empower the parties organisation. by helping them identify the Focusing on the problem, not the disputed issues, develop options, person and encouraging a contest of consider alternatives and reach an ideas, debate and teamwork to resolve agreement. The focus of mediation problems will have a positive impact on is on the reconciliation of interests. the parties involved and the outcome. • Adjudication is a process best used A number of early resolution where intractable rights and power intervention processes are available to conflict prevails. The parties agree organisations to help manage conflict to have an independent expert and avoid employment disputes person make a binding decision including: about their dispute. The decision is based on the facts and applicable • The establishment of an informal, law. The process is private, independent, neutral conflict confidential and timely. These are management system in an advantages that appeal to many organisation is a complementary organisations. addition to an existing formal

© FairWay Resolution Limited 2014 FairWay Resolution Conflict in Page 12 Tā te Hinengaro Tōkeke Whakatau New Zealand Workplaces Study Conflict skill development focuses on Coaching focuses on helping people building the key skills used to manage reassess themselves and their FairWay Resolution conflicts. Conflict skill development behaviour, to understand their offers a range of builds individuals and groups capability thoughts and feelings about conflict, processes and to constructively manage conflict. how that drives their behaviour, and interventions The training focuses on negotiation, how that in turn, impacts on other mediation, conflict management, people. From this process, a conflict that cover the communication skills, health and safety management strategy is developed. full spectrum of and other areas. Conflict coaching is sought after by dispute resolution executives and anyone who manages processes and Conflict coaching is a customised, conflict as a core feature of their role. tools. one-to-one service which addresses specific conflicts, giving a person These are all services that FairWay can the ability to constructively manage and does provide. conflicts, and prevent future conflicts from arising and/or escalating.

Research New Zealand was salary earners were asked work- commissioned to conduct related questions. A third ‘qualifying’ question was asked to identify those the survey that forms the salary or wage earners who had had basis of this report. a disagreement or argument in the last 12 months. This resulted in a A total sample of 740 New Zealanders, sub-sample of 24% or n=100. Results aged 18 years or more, were for the two main sub-samples are interviewed by telephone as part subject to different margins of error of an Omnibus survey between 18 because of their size: September and 10 October 2013. The 1. The weighted sample of n=411 working age population (defined as salary or wage earners is subject ‘25-64 years’) was over-sampled, and to a maximum margin of error of the results were weighted with Statistics +/- 5.3 percent (at the 95 percent New Zealand demographic parameters confidence level). to ensure the sample is representative. 2. The sample of n=100 who had An initial ‘qualifying’ question identified had a disagreement or argument those respondents who are currently, within the last 12 months is subject or have been over the past 12 months a to a maximum margin of error of ‘salary or wage earner’. This resulted in +/- 10.8 percent (at the 95 percent a sub-sample of n=411 salary or wage confidence level). earners. A second qualifying question was asked to identify the respondents The results have been tested for who were working at the time of statistical significance. Only significant the interview. The second qualifying results are quoted in this report. question resulted in a sub-sample of n=366 wage or salary earners. Respondents in the n=366 wage or

© FairWay Resolution Limited 2014 FairWay Resolution Conflict in Page 14 Tā te Hinengaro Tōkeke Whakatau New Zealand Workplaces Study The following graphs display the statistically significant demographic variables of the respondents who experienced a conflict over the previous 12 months.

1 IN 4 SALARY AND WAGE AGE OF RESPONDENTS EARNERS EXPERIENCE CONFLICT WHO EXPERIENCED CONFLICT IN THE WORKPLACE

18-34 20% YEARS

35-54 YEARS 63%

55-74 YEARS 17%

EXPERIENCED CONFLICT 0% 20% 40% 60% 80% 100%

DID NOT EXPERIENCE SALARY OF RESPONDENTS CONFLICT WHO EXPERIENCED CONFLICT

UNDER 15% $40,000

$40,000 - $80,000 29%

EMPLOYMENT SECTOR OVER 51% OF RESPONDENTS $80,000

PUBLIC PRIVATE TIME IN JOB OF RESPONDENTS 63% 77% WHO EXPERIENCED CONFLICT

LESS THAN 7% 1 YEAR

1-5 YEARS 56%

6-10 YEARS 17% 37% 23% MORE THAN 10 YEARS 20%

EXPERIENCED CONFLICT DID NOT EXPERIENCE CONFLICT 0% 20% 40% 60% 80% 100%

FairWay Resolution What problems does FairWay Limited is an independent, Resolution solve? We help manage conflict so you Crown-owned company Organisations that invest in building can build trusted capability for constructive conflict providing specialist conflict relationships. management and dispute management reap the rewards through improved internal and external resolution services. relationships and reduced costs.

FairWay handles over 10,000 FairWay is an expert conflict disputes each year — of all kinds management provider and alternative and all levels of complexity, including dispute resolution partner. We help medical, insurance, financial services, manage conflict so you can build telecommunications, real estate and trusted relationships. family. Our conflict management FairWay works with organisations experience underpins our conflict that care about their stakeholders’ management expertise in all part of the experiences to custom-design effective cycle. dispute resolution services. Our FairWay’s competitive advantage clients include Accident Compensation comes from our extensive experience Corporation, Ministry of Justice, in conflict resolution, our systems Christchurch Earthquake Recovery and processes for managing conflict, Authority, the Real Estate Agents a commitment to protecting the Authority, Ministry of Business, privacy of all parties to a dispute, and Innovation and Employment (Consumer a thorough understanding of technical Affairs) and the New Zealand and legislative issues that arise in Telecommunications Forum. different sectors that use our services.

© FairWay Resolution Limited 2014 FairWay Resolution Conflict in Page 16 Tā te Hinengaro Tōkeke Whakatau New Zealand Workplaces Study Our services span the full conflict management cycle from prevention to organisational learning, so over time, your organisation can build its conflict management capability.

Prevent Manage • Diagnostic analysis • Complaint management design • System development • Screening and assessment • Partnership plans • Capability building / training • Early intervention • Dispute resolution system design • Advisory services • Conflict surveys

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Learn Resolve • Training • Mediation • Arbitration • Conflict coaching • Reviews • Conciliation • Data analysis • Adjudication • Facilitation