Managing Grievances and Complaints by focusing on “facts” is unlikely to be effective, so experts tell us.

The reason for this is that it is negative feelings, not “facts”, that underpin conflicts found in Grievances and Complaints and this is reflected in conflict definitions such as:

• Conflict is “where two or more people perceive their values or needs are incompatible”

Conflict occurs when “facts” and reality are viewed in a way that causes negative feelings, so it is those underlying differences in values and needs that need to be considered.
 
Not addressing workplace conflicts can cause:

·         Loss of productivity;

·         Increased volume and escalation of conflicts;

·         Loss of trust and commitment;

·         Loss of respect when management manipulates terminations and “transfers” instead.

 

Conflict Analysis is the methodology used to analyse, diagnose, and plan for the resolution of conflicts in Grievance and Complaint processes.

In analysing conflict, diagnostic conflict models can be used such as the Organizational Justice Model shown below.

Once a conflict is diagnosed, there are many different methods that can be used to resolve conflict, and conflict resolution methods should be selected to best fit the conflict situation.

If methods used rely only on the “rights’ of employees or the organization, as so often grievance and complaint processes do, only “surface” issues may be addressed leaving underlying conflicts of unaddressed values and needs to resurface later.

To find out more please read my article Conflict Analysis using an Organizational Justice Model.