When the whole is greater than the sum of the parts

The report builds on earlier research for Acas, including a 2011 case study of East Lancashire Primary Care Trust – which was subsequently merged into East Lancashire Hospitals NHS Trust, the subject of this latest case study – where the introduction of an internal mediation service was found to have had a transformative impact on employment relations and stimulated early and informal conflict resolution.

Perhaps most notably though, the new study of East Lancashire Hospitals NHS Trust is reminiscent of the work in another NHS body, Northumbria Healthcare Trust – reported in ‘Towards a system of conflict management’ – where a similarly multifaceted approach was adopted. In the academic literature, seeking holistic solutions to conflict falls under the theory of ‘integrated conflict management systems’. Its origins lie in the work of Lipsky et al and their exploration of the US Fortune 100 companies. The big take-aways from integrated conflict management approaches are perhaps threefold: the importance of managing conflict being taken seriously by everyone, and especially the senior management; the potential value of holistic approaches to conflict management reflective of different issues; and finally, that in spite of the clear benefits, for many companies, the approach may be an aspiration rather than a reality.

"We are making great progress in this area and the latest development is the launch this week of our Early Resolution Policy. This takes a more positive approach to workplace issues, promoting resolution and mediation as opposed to grievance and isolation."

To this extent the Trust fulfils a core antecedent of positive conflict management, since it recognises what Teague et al refer to as acknowledging the ‘legitimacy of workplace conflict – the extent to which the norms, values and beliefs promulgated by the organisation is accepting of workplace conflicts’. The CEO’s statement is also suggestive of a more granular buy-in to the values and the principles that the Trust aspire to in their new conflict management approach.

The research identifies indicators of the progress the Trust is making moving towards early resolution, but also clarifies how the path to success is challenging and not linear. As the Trust moves towards its goal, if anything it may place a spotlight on the very different cultures and approaches that characterise different teams. It is also evident that there are still lessons to be learned about which types of issues merit what type of conflict management approach – with some cases escalating to mediation when they may have been dealt with via a line management conversation; and conversely, issues being drawn out through conversations, when they merit a formal consideration.

Assessing the longer-term effectiveness of the early resolution policy at this point is difficult, not least as progress has understandably been hampered by the burden placed on the NHS in responding to Covid-19. (The paradoxical impacts of the pandemic on the roll-out of the programme merits close reading in the report).

However, it is clear that one feature that could certainly make or undermine the sustainability of the Trust’s approach is the emphasis placed on training or in the words of the Trust, in ‘mak(ing) sure that our managers are the best managers’.

This is partly predicated on a desire to see a shift away from a previous focus in training on ‘leadership theories’ towards a type of learning that enhances skills competency, and helps managers feel ‘comfortable in their role’. There was also recognition of the need to increase the sheer volume of people trained; that application of learning and practice is key to growing skills and confidence; and that training is not a one-off, but needs to be supported by on-going learning, mentoring and support.

This may feel a tall order and it is notable that the Trust has faced challenges in rolling out widespread training, and in achieving an appropriate level of managerial capability – a capacity that the research report concludes is ‘hard to find in most UK organisations’.

Yet it is increasingly difficult to envisage a workaround when it comes to people skills. As strategic human resource approaches have grown, so have the range and complexities of responsibilities that fall to front line managers. Simultaneously we have seen an escalation in job intensity and work-related stress. All these factors are as much part of NHS establishments as many other organisations in the economy.

Line management may not be ‘rocket science’ as they say, but equally we should not underestimate the demands it presents for a combination of technical and emotional intelligence to be managed alongside the day job. Being a manager will come more naturally to some than others – but it seems a finding universal to all our research that managing conflict requires a skills base that needs to be supported, so that individuals are enabled to ‘do the right thing’. It is pleasing that Sheffield and Westminster Universities were granted an award from the Economic and Social Research Council to work with Acas to explore the question of ‘conflict competence’ in more detail. You can find more about the tool developed to enable this, and the progress of project on the Skilled Managers website.

Wherever there is a shortfall in meaningful, carefully designed training in conflict management, this presents a possible barrier to progress and runs the risk that some of the fundamental values of managing conflict early might be undermined. It may result in an over-reliance on a procedural approach that is not merited by the cause of concern. And just as important, it can result in a feeling of inadequacy, and often fear, about tackling day-to-day concerns.