This is a presentation I delivered at the 9th National Playwork Conference in March 2011.

1. Conflict Resolution & Complaints
Management
David Stonehouse
Senior Lecturer
Tel: 01695 657003
E-mail: stonehod@edgehill.ac.uk
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2. Think of a Time When You have
Been In Conflict, Either Inside or
Outside of work.
• What happened? What was the conflict
about?
• How did you react? What did you do and say?
• How did you feel at the time?
• How do you feel about the situation now?
• If you were in a similar situation again, what
would you do differently?
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3. Definitions
Conflict: Disagreement between two
parties, mostly regarded as negative,
but can also be very positive!!
Conflict Resolution: process of working
through opposing views in order to
reach a common goal or mutual
purpose.
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4. What Is Conflict?
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5. Myths About Conflict
• Blame: It’s the other person who is at
fault
• Fear: Conflict is always bad –
confronting it directly will probably
make the situation worse
• Denial: If I ignore it, it will go away
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6. Conflict
“A conflict of ideas can be healthy if it
leads to constructive critical evaluation
and change in practice.
A conflict in personalities is often much
more difficult to resolve.”
(Davy & Gallagher, 2006:168)
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7. Behavioural response
to conflict
• Avoidance
• Accommodating / compromising
• Competitive
• Anger; aggression; violence
• Collaborative – problem solving & solution finding
Which responses do you think you are more likely to
use?
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8. Physiological & psychological
response to conflict
• Anxiety & tension
• Stress – high blood pressure; rapid heart rate;
reduced resistance to infection
• High sickness levels
• Demoralisation; de-motivation; burnout
• Mood swings; depression
• Substance use / abuse
• Development of assertive skills
• Inner strength
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9. What is Conflict?
• It is natural
• It can be a motivator for change
• Its not about winning or losing
• Its about learning, growing and co-
operating to lead to a resolution
• It is about acknowledgement and
appreciation of differences
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10. What do we know about Conflict
in the Workplace?
• It will happen!!
• Some conflicts can be minimised
• Some are unavoidable and should not
be suppressed or smoothed over
• Resolution does not have to result in
win or lose
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11. Causes of Negative Conflict
• Misunderstandings
• Personality clashes
• Competition for resources
• Authority Issues
• Lack of co-operation
• Differences over method or style
• Low performance
• Value or goal difference
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12. Conflict is Valuable When….
• It is a catalyst for constructive change
• Heightens awareness of other peoples
attitudes and beliefs
• Challenges your beliefs to achieve,
personal or professional learning and
growth
• It enhances mutual respect and
collaboration
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13. Conflict is Destructive When....
• It diverts energy from more important
issues and tasks
• Deepens differences in values
• Polarises groups so co-operation is
reduced
• Destroys the morale of people or
reinforces poor self concepts
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14. Resolution & Communication
• Put your effort into listening, not
arguing
• Engage in inquiry instead of accusation
• Listen for what you can understand,
Clarify the situation.
• Be open to new information
• Make an effort not to be defensive.
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15. 4 Key Components of Conflict
Resolution
1. Control emotional responses
2. Seek understanding
3. Identify needs and common interests
4. Seek mutual benefits or purpose.
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16. Using Conflict Constructively
• Define the problem / issue
• Evaluate the activity creating conflict
• Identify the levels & accuracy of the information
• Consider the climate in which conflict arises & in
which it will be managed
• Recognise, respect & respond to the feelings of those
involved
• Note the similarities as well as differences of all
concerned
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17. Resolution – de-escalation
Acting in a way to obtain agreement satisfying
for all parties concerned:
• Need to be self aware - stay calm & focused
• Need to be able to ‘put yourself in the other person’s
shoes’
– identify individual’s perceptions & validate feelings
• Use assertive techniques
• Be clear about what needs to be achieved
• Avoid un-achievable promises but take personal
responsibility for what you can achieve.
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18. Complaints Management
Complaints should be viewed as a
positive!!
They are one mechanism that quality can
be assured and improved upon
(Barlow and Moller, 2008).
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19. Your Role In Complaints
Management
• Take the complaint seriously. If a parent,
child or young person has taken the
time to complain then the issue or
problem is something which is
important to them (Bonel & Lindon,
2009).
• Listen to and try and understand the
other person’s point of view.
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20. Your Role In Complaints
Management
• Local resolution. Is there anything that
can be done immediately?
• Communication is the key to success.
Fully involve and inform the person
making the complaint. So they know
what has been done to address their
concerns and what still needs to be
done.
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21. How To Handle Complaints
• Give it your whole attention
• Get the verbal's right
• Get the non-verbal's right
• Get the environment right
• Do not make false promises or agree to things
that are beyond your control or responsibility.
• It has nothing to do with winning an
argument.
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22. Learning from & Dealing With
Complaints
• Provides an opportunity for playworkers to
see themselves and their service as others see
them and to identify the issues which concern
children and families.
• Rectify a past mistake & enable services to be
put right for the future.
• Well handled it can increase a person’s trust in
the service.
• Identify adverse events which otherwise
might have gone undetected.
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23. Grievance
A member of staff may take out a grievance against
another. Usually about health & safety, Work
relationships, New working practices, working
environment, Equal opportunities, inappropriate
behaviour, unfair/ inequitable treatment.
• Follow your settings policy.
• Informal with line manager
• Formal, involve Human Resources, may have Union
Representative
• Outcome (EHU) 28 days
• Appeal 10 days (EHU) from outcome. Decision of
appeal manager is final.
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24. Possible Disciplinary Process?
• This could be resolved informally with your line
manager
• May need to be formal with a disciplinary panel.
This must be fair, equitable, open, transparent,
& inclusive .
• Witnesses will make statements and are
protected in their job role
• Panel needs to maintain confidentiality establish
facts relevant to the case and decide on a
course of action
• A union Representative may attend for the client
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25. Playwork Principles
(Skills Active, 2004)
3. The prime focus and essence of playwork is
to support and facilitate the play process and
this should inform the development of play
policy, strategy, training and education.
Conflict should be managed positively so that it can
support and facilitate the play process.
Any outcome of complaints and lessons learnt
should flow into policy, strategy, training and
education.
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26. Playwork Principles
(Skills Active, 2004)
4. For playworkers, the play process takes
precedence and playworkers act as advocates
for play when engaging with adult led agendas.
As advocates for children and young people we
need to make sure that any conflicts are undertaken
in the best interests of children and play.
That children’s complaints about our play service
are taken seriously and their concerns are
addressed.
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27. Playwork Principles
(Skills Active, 2004)
6. The playworker's response to children and
young people playing is based on a sound up to
date knowledge of the play process, and
reflective practice.
We need to reflect upon our practice, any
conflicts which may divert us away from
achieving the playwork principles and if
complaints have been dealt with succesfully.
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28. National Occupational Standards
– Level 4 (Skills Active, 2010)
• A42: Provide information to support decision making.
Using information from conflict or complaints.
• PW19: Manage and develop play facilities and
services. Consultation with users.
• D16: Establish and develop working relationships.
Deal with conflicts constructively, complaints
management
• A320: Allocate and monitor the progress and quality
of work in your area of responsibility. Managing
conflict.
• PW10: Reflect on and develop practice.
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29. To Conclude
• Do not be frightened of complaints.
• Involve more senior playworkers at all times
• Follow guidance set down in local policies &
procedures.
• Document the complaint & any action taken
• Don’t take it personally
Any Questions?
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30. Bibliography
Barlow, J. And Moller, C. (2008) A Complaint is a Gift: Recovering
Customer Loyalty When Things Go Wrong. Second Edition. San
Francisco, California: Berrett-Koehler Publishers.
Bonel, P. & Lindon, J. (2009) Good Practice in Playwork. Third Edition.
Cheltenham: Nelson Thornes Ltd.
Davy, A. & Gallagher, J. (2006) New Playwork: Play and Care for Children
4 – 16. Fourth Edition. London: Thomson Learning.
Skills Active (2004) Playwork Principles.
http://www.skillsactive.com/playwork/principles (accessed 8 February
2011)
Skills Active (2010) National Occupational Standards- Level 4.
http://www.skillsactive.com/training/standards/level_4/playwork
(accessed 9 February 2011)
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