Ministry of public health and sanitation
&
Ministry of medical services
CONFLICT AND GRIEVANCES
HANDLING ON PAS
1
Introduction
 Planning for performance in an organization requires input from many
people/parties
 Even small and simple plans involve interaction between functional & staff
operations
 Whenever interactions take place we cannot miss conflicts
 When these conflicts occur there is need to have an acceptable method to reduce
or resolve them hence need for negotiations
What is a conflict?
 Process which begins when one party perceives that the other party has frustrated
or is about to frustrate some concern of his/hers
2
Areas of conflicts may involve issues of :
•
•
•
•
•
•
Values/Beliefs – origin, upbringing and culture of the Appraisee
Job Description – was he told what he is supposed to do? Is the job description
clear?
Misunderstanding on targets – were the targets handed down to the Appraisee, or
were they mutually agreed upon?
Poor communication
Rating – appraisee may feel that he/she has not been rated fairly
Moving from one task to another (lateral transfer)
A party to a conflict is happy when level of frustration has been lowered to a point
where no action; present or future, against the other party is contemplated
This is normally achieved through the process of negotiation(first line of
conflict resolution
3
What is Negotiation?
“A process through which two or more parties seek an acceptable rate of
exchange for items they own or control”
Negotiation is part of the set of conflict resolution strategies that can be used
in third party intervention in PAS
4
Key Points for Ensuring Successful
Negotiations
1.Defining Scope of negotiation
•
•
•
Learn to read the parties needs
Visualize possible gains and losses
Compromise should be buzzwork
2. Understand the principles of exchange
•
•
Clarify priorities, be ready to concede less important points
Be flexible, it provides a sign of strength
3. Identifying objectives
•
•
•
Write down all the parties objectives and then put them in order of priority
Express each objective in a single sentence
Distinguish between wants and needs
5
4.Choose strategy
•
•
•
Always keep your negotiating simple and flexible
Develop interactive competence
Practice being silent around a negotiation table
5. Use an agenda
•
•
•
Try to set an agenda – it will influence the rest of the meeting
Write an agenda in simple language and include things of each of the issues under
discussion
Arrive early for meetings so as to look relaxed and efficient
6.Creating the right atmosphere
•
•
•
Do not run a negotiation for longer than two hours without a break
Begin all negotiations with uncontroversial points
Stress the need for agreement from the outset
6
7. Making Proposal
•
•
Put forward proposals with as little emotion as possible
Use positive body language
8. Staying in Control
•
•
Concentrate on the issues
Avoid criticizing
9. Closing negotiation
•
•
All parties should be convinced that the agreement is genuine
Make concessions on minor issues to lessen intransigence on major ones
7
MEDIATION
This intervention is mainly useful when both parties have established and
confirmed your credibility and impartiality
Important aspects include
•
•
•
•
•
Climate setting
Reduction of tension
Assisting parties to define issues
Improving communication between the parties
Establishing rapport
Requisite Skills for Effective Mediation in PAS
•
•
•
•
•
•
•
Credibility and trust
Impartiality
Keeping channels of communication open
Self awareness
Level verbal and non verbal communication skills
Acute capacity to listen for clues to settlement
Listening, repeating and clarifying
8
Important Aspects in Early phase of mediation Mediator should seek to:
• Establish rapport and trust
• Discover the real issues
• Establish priorities
• Grasp the dynamics of the situation
• Promote a favorable climate for mediation
Important Strategies in Later Phases of Mediation
• Holding of joint and separate meetings where appropriate
• Looking for real interests behind stated positions
• Helping parties to understand the dynamics of the conflict situation
• Promoting a favorable bargaining environment
• Making supposals
• Smooth concessions and trade-offs
• Asking the parties to word agreements
9
Arbitration
The art of resolution using facts, evidence and statutes.
Critical Steps in Arbitration of PAS
•
•
•
•
•
•
•
•
Appropriate climate setting
Setting the environment within which issues of contention will be
resolved
Need an amicable and relaxed atmosphere
Process of data collection, collation and verification
Important in providing evidence and proof to arrive at conclusions
Analysis of the claims provided by the parties in confidence
Requires a lot of level and objective analysis of claims
Communication of the conclusions to the parties concerned
10
Fundamental Attributes of the Arbitrator
•
•
•
•
•
Remains impartial during the arbitration process
Considers problems that cause deadlock
Reaches decisions enforceable by law
Is knowledgeable about all issues affecting the parties
Explains in clear and concise language the development at hand
Important Skills for Effective Arbitration of PAS
•
•
•
•
Enhance listening skills
Improve climate setting and relaxing skills
Solid grounding in law and other statutory provisions guiding the organizations at
hand
Effective skills in anchoring and chairing meetings
11
Note:
•
The arbitrator’s role in PAS proceeding is to decide on a fair agreement between
the supervisor and the Appraisee and then enforce the ruling
•
Arbitration effectively bars arbitrators from leaving the table without reaching an
agreement although in extreme cases another party can be called upon
•
It is vital to collect information available from both sides to enable the arbitrator to
assess and make a fair conclusion. It is usually advisable to allow another person
to pick the arbitrator.
12
The End
1
3
Performance Management