Conflict management

Purpose

The culture at the University of Agder shall be characterized by professionalism, openness, respect, and trust, with room for constructive criticism, discussions, and feedback. Diverse opinions and academic disagreements are part of a healthy working environment and contribute to the professional and social development of employees. More information on UiA's Ethical guidelines can be found here.

Sometimes employees may experience a fine line between constructive differences of opinion and what one or more may perceive as a conflict. This guideline aims to ensure that conflicts are managed as early as possible and in a responsible manner.

These guidelines apply to employees at UiA.

What is a conflict?

A workplace conflict arises when there is a disagreement or tension between employees or between employees and management. This may be related to work tasks, personal relations, or other internal matters causing friction or dissatisfaction.

A work environment characterized by professionalism, openness, respect, and trust can help ensure disagreements are used positively, contributing to security and development. Employees who perceive the work environment as insecure may experience discussions as conflicted and difficult.

The Working Environment Act does not protect employees from conflicts but aims to protect staff from adverse psychological or physical strain due to a conflict.

If an employee experiences critical conditions at the workplace that may be illegal, unethical, or otherwise harmful, they should report this through the “Speak Out” system. Here you can report Speak Out

Conflicts are often resolved through dialogue and mediation.

Prevention

Both leaders and employees share the responsibility to create avenues for good dialogue and a shared healthy work environment. Systematic work on the work environment and facilitating cooperation between union representatives, safety representatives, and leaders lay the foundation for a good work environment. 

More about UiA's Work Environment.

Good routines for information exchange, communication, and feedback are essential. This can involve awareness that everyone's viewpoints are significant and all roles are equivalent. Clarified and explicit expectations of one another can also often prevent misunderstandings and conflicts.

Sometimes a team may start processes independently to enhance security within departments, and sometimes it is appropriate to request support from the personnel and organizational department or the occupational health service.

Roles

Employer:

The immediate supervisor is responsible for conflicts within their department. The leader should not manage conflicts they are involved in themselves; this should be handled by the leader's supervisor or the personnel and organizational department.

A leader is responsible for initiating necessary investigations and actions and should also show care for those involved. Leaders can consult their supervisors or the personnel and organizational department to find appropriate ways to handle the case.

Employee:

The employee is obliged to contribute to implementing measures to ensure a safe and sound work environment. Employees must also report to employers and safety representatives if they witness harassment or discrimination in the workplace.

Union Representatives:

Union representatives shall protect the interests and rights of their members. They can positively contribute to the conflict management process and advise members throughout. A union representative participates actively in the case if requested by the member.

Safety Representatives:

Safety representatives safeguard all employees' interests in matters concerning the work environment. While they should not directly participate in conflict management, they should be informed and consulted in planning and implementing actions impacting the work environment.

Guidance for employees experiencing conflict

Conflicts should be resolved at the lowest possible level. Leaders have primary responsibility for handling conflicts, and this should happen as swiftly as possible. The overview below shows how to proceed in a conflict situation:

1. Address the conflict with the person concerned.
2. If this is not possible, discuss it with your immediate supervisor.
3. If your immediate supervisor is part of the conflict, you may contact their supervisor or seek assistance from a union representative.
4. If the conflict remains unresolved, contacting the occupational health service may be appropriate. The occupational health service is a neutral third party that can offer substantial support and advice.
5. If you feel the conflict is escalating and negatively impacting the surrounding work environment, inform the safety representative.

Guidance for Leaders in Conflict Cases

1. If you, as a leader, receive notice of a conflict, you are responsible for ensuring it is handled as promptly as possible.
2. If you are one of the involved parties or others perceive you have a close relationship with one involved party, delegate the handling to your supervisor.
3. Conduct necessary investigations to understand what the conflict entails. This may involve talking to those involved to get both perspectives on the situation.
4. Where necessary for better understanding, discuss with other employees who may have relevant information. Parties involved should be informed of this.
5. Facilitate a joint conversation between the conflicting parties.
6. If you feel the conflict cannot be resolved adequately, contact the Personnel and Organizational Department for advice and information.
7. Note relevant aspects during conflict management, and keep a log preferably. Record meetings with agreed actions or decisions should typically be archived in 360.
8. If circumstances emerge that are deemed critical (as per guidelines for handling concerning notifications at UiA), as a leader you have a duty to report. Link to reporting routines.

Leader's guidelines for joint discussions:

Before the discussion:

• Arrange time and place with the parties. Find a neutral room where the conversation can occur undisturbed. Bring someone who can take minutes so you can focus on guiding the dialogue.

During the Discussion:

1. Agree with the parties on a shared goal for the meeting.
2. Inform that what is discussed during the meeting is confidential.
3. Tell the parties you are leading the meeting and won’t interrupt anyone speaking.
4. Allow the person who reported the conflict to present their case without interruption.
5. Allow the other party to respond.
6. Check if the parties have more to add.
7. Summarize what has been said, and confirm with the parties if they agree with your summary.
8. Ask the parties to propose solutions.
9. Guide the discussion towards achieving a resolution(s) both parties accept.
10. Summarize and present what the parties agreed upon.
11. Set a time for a follow-up discussion, if appropriate.
12. Share the minutes, including conclusions, with those involved in the joint discussion.

Should you, as a leader, feel the conflict was not resolved through the joint conversation, inform the involved parties that you will be seeking additional involvement if you determine that:

• Additional expertise is needed
• Several attempts have been made without results
• A fresh perspective is required
• Employee well-being and support are necessar

Both the occupational health service and the Personnel and Organizational Department can assist when necessary.

Contact persons

Hans Petter Thorvaldsen

Fagansvarlig personal

Email

hans.p.thorvaldsen@uia.no

Phone

+47 99 21 16 35

Isabella Collett Sikel

Personalrådgiver

Email

isabella.c.sikel@uia.no

Phone

+47 90 16 77 01