We believe the Minnesota Department of Corrections is the only United States corrections department with an internal Integrated Conflict Management System (ICMS). It is over 10 years old and its purpose is to create a more positive workplace by increasing staff conflict competency with training, providing services to aid staff and others in resolving workplace disputes, changing agency culture to talking things through, aligning policy, and evaluating to continually improve. Staff members of the ICMS serve in all types of agency positions and volunteer for additional responsibilities with ICMS because of their passion for the ICMS vision.
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Learning Objectives
When you’re done with this session, you will
Understand vision, goals and history of MN
DOC’s Integrated Conflict Management
System
Know ICMS’s scope of services, trainings,
policy alignment, infrastructure, and
assessment
Be familiar with some results experienced
with DOC culture changing to its New
Normal
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Overview - Minnesota
Department of Corrections:
acknowledges conflict is normal
has dispute resolution services unique in
corrections
is increasing staff ‘conflict competency’ with
trainings in conflict management skills
is measuring culture change progress with staff
surveys
has aligned policies with vision: DOC culture
changing to talking things out as the New
Normal
5. Demo - talking circle process
Talking circle process
Helps
to manage discussion
Creates
space for contributions of quiet people
Spreads
responsibility to all participants
Promotes
better listening
Encourages
Reinforces
the use of silence
the principle of equality
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6. Guidelines for circle
Pass
talking piece in one direction only
Speak only when you have the piece
No interruptions
Speak respectfully
Speak honestly/from the heart
Listen when others are speaking
Speak on the topic and as briefly as possible to
make your point
6
8. Show of hands
Training
in mediation?
Training in restorative justice principles
and/or practices?
Experience as a participant in mediation?
Experience as a participant in a restorative
justice practice?
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Workplace Relationships
Workplace
relationships exist so individuals
can share information, make decisions, and
get own jobs done
Fostering healthy workplace relationships
enhances employee satisfaction and
commitment to their jobs, decreases
turnover, and reduces leave abuse,
grievances and litigation
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Imagine …
You’re having some trouble with one of the
people you work with and:
You have stopped talking to each other
You’re avoiding each other completely
And you’re both talking with coworker friends
about how wrong the other person is and how
offended you are by their actions
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Now imagine your workplace is a
prison and you are a correctional
officer…
What
effects of the dispute might
be the same as in an office
setting?
What effects of the dispute might
be different?
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Minnesota Department of
Corrections
encourages voluntary, consensual
resolution of workplace disputes:
to
the maximum extent practical and
appropriate
at the earliest stage feasible
by the fastest and least expensive method
possible
at the lowest possible organizational level
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MN DOC’s ICMS
works to create a more positive
workplace by giving staff, volunteers and
contractors:
The power to use effective and efficient
conflict response services (“CRI”)
Enhanced conflict resolution skills through
training
Notice that DOC expects all will deal
constructively with conflict
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Integrated Conflict Management
System provides
Conflict
response services by trained staff
facilitators:
Conflict coaching
Facilitation
Workplace conferences
Circles
Training
courses to develop staff conflict
resolution skills
Research measuring DOC culture change:
staff survey
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ICMS is based on
Transformative mediation and restorative
justice principles and practices – such as:
All
people deserve respect
Those most affected are best able to craft
the solution
Any group of people, given some tools, can
‘clean up their own messes’
Repairing harm and relationships = important
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Restorative Justice
Who
has been harmed?
What are their needs?
Who’s obligated to meet those needs
to make things right?
MN DOC’s Restorative Justice Initiative
formally began in February, 1994 when
Kay Pranis was hired
20. ICMS History:
MCF Willow River/ Moose Lake Fall, 2001
MCF-WR/ML
researched
incorporating RJ concepts
into offender re-entry
Realized staff needed to 1st
address unresolved staff
conflict
That became their focus
20
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Conclusions at Willow River/
Moose Lake: people needed
to
understand and model restorative
principles with each other
to recognize the impact of unresolved
conflicts and unhealthy staff
relationships on prison operations
another option for resolving
workplace conflicts
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Conclusions at Willow River/
Moose Lake
Traditional
methods – confidential
reports, grievances & investigations did not meet people’s needs
Wanted to create a process that let
people in conflict find common
ground and build relationships,
rather than focusing on blame
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Willow River/Moose Lake created
Conflict Response Initiative (CRI)
Research
and work with Kay Pranis (DOC)
and Prof. Maria Cuzzo (UW-Superior)
CRI was created based on transformative
and restorative models
CRI processes = face to face resolutions
Since then it has grown to become an
Integrated Conflict Management System
And spread throughout the entire agency
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1st
training of
Willow River/
Moose Lake staff
as CRI facilitators
Trained as circle
keepers
(facilitators)
Kay’s epiphany
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ICMS’s CRI services
Offered
by ICMS and used by staff, volunteers,
and contractors
Staff are trained as “facilitators”
They assist individuals to clear the air and craft a
mutually satisfactory resolution
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ICMS’s Conflict Response Initiative
(CRI) services
Conflict
Face
coaching
to face processes
Facilitation
(mediation)
Workplace conference
Circle
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ICMS’s CRI services
Voluntary
participation
Confidential
Facilitators ≠ deciders
Unique for letting people decide how to
resolve their disputes
Not available during an investigation or
grievance, but available afterwards
Do not prevent employees from using other,
formal options (complaint, grievance, etc.)
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DOC policies support
people talking things through
Policy
103.229 Integrated Conflict Management
System
Policy 103.300 Anti-Discrimination and Sexual
Harassment
Policy 103.228 General Harassment – Purpose: To
provide a work environment free from general
harassment and to encourage employee
participation in mediation processes to resolve
conflicts.
(Emphasis added)
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DOC policies support
people talking things through
Policy 103.220 Personal Conduct of Employees (F.) 1. Employees must develop and
demonstrate conflict competency skills,
including: recognizing, understanding and
acknowledging conflict; respecting the point of
view of others; bringing conflict to the attention
of the appropriate individual and working to
resolve conflict when directly involved, in order
to manage and respond to conflicts and
disagreements in a positive and constructive
manner to minimize negative impact, in
keeping with the Integrated Conflict
Management System Policy 103.229.
(Emphasis added)
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ICMS provides staff trainings
Basic
course required for all staff for 6 years
Supervisors and managers have specific
required courses
All staff - optional courses to develop
conflict resolution skills
Trainings for work units about conflict
management
Year: 9,000 – 11,000 training participant
hours completed by 4,400 staff
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Critical elements that have
made it possible for ICMS’s start
and growth Staff desperation
Leadership: staff with LONG
term commitment, and warden
Line staff initiative for line staff
“On top of everything” work by
staff
Values-based
Policy alignment
Adding supervisors’ tool
Training for all staff: required
and optional, online and
classroom
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Challenges
Measuring impact –
especially the more it
becomes the New
Norm
Long-term resistors
Ups and downs
Each site has a distinct
culture
Corrections culture
suppresses “needs”
acknowledgement
Persistence is required!
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The New Normal
Hiring
practices include conflict
management questions
Conflict management skills, ICMS training
and involvement = preferred qualification
for promotion to lieutenant and above
Personal Conduct of Employees conflict
competency responsibility to be reflected
in all staff performance reviews
Staff at 3 facilities know Self Mediation
# of CRI’s ↓ and conflict coachings ↑
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Workplace Conference
A group conflict resolution process with
ordered speech where participants
focus on specific incident(s) and
formulate an action plan to resolve the situation
and prevent future conflict
40. Guidelines for circle discussion
Pass
talking piece in one direction only
Speak only when you have the piece
No interruptions
Speak respectfully
Speak honestly/from the heart
Listen when others are speaking
Speak on the topic and as briefly as possible to
make your point
40
Confidentiality here means that process participants will not pass on comments made by specific people to others who didn’t participate in the process. The fact that a process took place – and who participated in a process – is not confidential.
The CRI facilitators do NOT decide how the situation will be resolved: the staff participants decide how to resolve their own dispute.
EXPLAIN: who Marty and Laurie are (officers!), that they’ll be talking about CRI processes (i.e., mediations, WPC’s, circles), and that they facilitate CRI processes