OCMS

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OCMS

• ORGANISATIONAL CONFLICT MANAGEMENT SOLUTIONS
• - CREATING SOLUTIONS TO CONFLICT

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SETTING THE SCENE

• WHAT THIS PRESENTATION WILL ACHIEVE
• DESCRIBE THE SITUATION AT THE ROYAL ADELAIDE
  HOSPITAL CASUALTY WARD
• AN ASSESSMENT OF THE SITUATION
• THE IMPACT OF THE SITUATION
• LEGISLATIVE AND POLICY FRAMEWORK
• PROPOSAL FOR AN INTEGRATED CONFLICT MANAGEMENT
  SYSTEM

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VIDEO
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ASSESSMENT OF SITUATION
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STRESSORS OF SITUATION

• WORKLOAD
• HOURS OF WORK
• WORKING TO RULE (WHITE FLU)
• PERCEPTION OF CONTROL
• BULLYING
• HARRASSMENT
• MANAGEMENT STYLE

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MANAGEMENT RESPONSES

• ADVERSARIAL APPROACH
• TOP DOWN APPROACH
• PUNITIVE
• RIGID INTERPRTATION OF LEGISLATION AND POLICY

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(No Transcript)
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IMPACT OF CURRENT SITUATION
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STRESS
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EFFECTS OF STRESS

• STRESS INJURY
• RESPONSIBILITY FOR PEOPLE, NOT OBJECTS
  STRESS
• UNCERTAINTY OVER JOBS STRESS

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SOURCES OF STRESS AT WORK

• TOO MUCH WORK TOO LITTLE TIME
• INADEQUATE STAFFING OF UNIT
• INABILITY TO MEET PATIENTS NEEDS
• VERY DIFFICULT/VIOLENT PATIENTS
• INADEQUATE SUPPORT/ UNDERSTANDING OF SENIOR STAFF

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INFLUENCES ON WORKPLACE STRESS
ALCOHOL AND DRUGS
HEALTH STATUS
SMOKING
WEIGHT AND NUTRITION
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LEGISLATIVE AND POLICY FRAMEWORK
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WHAT APPLIES

• NURSES ENTERPRISE AGREEMENT
• OCCUPATIONAL HEALTH AND SAFETY ACT
• NURSES AWARD
• WORKPLACE RELATIONS ACT
• PUBLIC SECTOR MANAGEMENT ACT 1995
• ANF ARBITRATION DECISION

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ENTERPRISE AGREEMENT

• AIM
• IMPROVE SERVICES FOR BETTER OUTCOMES
• INCREASE STATES CAPACITY TO PROMOTE QUALITY OF
  LIFE
• STRENGTHEN A CULTURE OF WORKING TOGETHER
• PROVIDE SOUND MANAGEMENT

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OCC. HEALTH AND SAFETY ACT

• PROVIDES THAT THE PARTIES WILL WORK COOPERATIVELY
  TOGETHER
• THE WORKING OF DOUBLE SHIFTS OR OTHER EXCESSIVE
  OVERTIME IS AN OHS MATTER.

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THE NURSES AWARD

• HOURS OF WORK
• OVERTIME
• GRIEVANCE PROCEDURE

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WORKPLACE RELATIONS ACT

• DISPUTE RESOLUTION PROCEDURES
• DISCUSS WITH SUPERVISOR
• DISCUSS WITH SUPERVISIOR AND HIS/HER SUPERIOR
• SUBMITTED TO THE COMMISSION OR AN AGREED MEDIATOR
  FOR MEDIATION / CONCILIATION
• ARBITRATION
• WORK MUST CONTINUE AT THE DIRECTION OF THE
  EMPLOYER UNTIL SUCH TIME.
• PARTIES MUST COOPERATE
• (PART XV Div 3 S520 (2)A-F)

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PUBLIC SECTOR MANAGEMENT ACT

• EMPLOYEES RELATIONS ARE PRODUCTIVE AND
  HARMONIOUS
• SAFE AND HEALTHY WORKING ENVIRONMENT EXISTS
• FAIR GRIEVANCE PROCESSES EXIST
• ALL EMPLOYEES TREATED FAIRLY, CONSISTENTLY AND
  EQUITABLY.

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ANF ARBITRATION

• WORKLOAD ISSUES
• UNREASONABLE / EXCESSIVE WORKLOAD
• MANAGERS RIGHT TO MANAGE
• METHODS OF CALCULATING STAFFING
• STUDY ON AUSTRALIAN WORKLOADS

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PROPOSED CONFLICT MANAGEMENT SYSTEM
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THE SYSTEM

• UNDERLYING PRINCIPLES
• PUT FOCUS ON INTERESTS
• BUILD IN LOOP BACKS TO NEGOTIATION
• PROVIDE LOW COST RIGHTS AND POWER BACKUPS
• BUILD IN CONSULTATION BEFORE, FEEDBACK AFTER
• ARRANGE PROCEDURES IN LOW-HIGH COST SEQUENCE
• PROVIDE NECESSARY MOTIVATION, SKILLS, AND
  RESOURCES

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PUT FOCUS ON INTERESTS

• NEGOTIATE EARLY
• ESTABLISH PROCEDURE
• DESIGN MULTIPLE STEP NEGOTIATION
• CREATE MULTIPLE POINTS OF ENTRY
• PROVIDE A PERSON TO TURN TO FOR HELP

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BULILD IN LOOP BACKS TO NEGOTIATION

• DEVELOP PROCEDURES THAT TURN DISPUTANTS BACK FROM
  RIGHTS OR POWER CONTESTS

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PROVIDE LOW COST RIGHTS AND POWER BACKUPS

• ARBITRATION
• VOTING
• RULES OF PRUDENCE

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BUILD IN CONSULTATION BEFORE, FEED BACK AFTER

• NOTIFICATION AND CONSULTATION
• POST DISPUTE ANALYSIS AND FEEDBACK
• ESTABLISH FORUMS

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ARRANGE PROCEDURES IN LOW HIGH COST SEQUENCE

• PREVENTION
• INTEREST BASED
• RIGHTS BASED

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PROVIDE NECESSARY MOTIVATION, SKILL AND RESOURCES

• TRAINING AND EDUCATION
• BUDGET COMMITMENT
• MANAGEMENT ENDORSEMENT
• STAFF COMMITMENT

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COMPREHENSIVE EVALUATION PROCESS

• CONFLICT MANAGEMENT SYSTEMS COMMITTEE
• FORMAL SURVEYS
• STAFF FEEDBACK
• MONTHLY REPORTS
• FOCUS GROUPS
• BUILT INTO MANAGEMENT PERFORMANCE PLANS
• REWARDS AND SANCTIONS

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ROLE PLAY
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QUESTIONS
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THE END