The polarisation of industrial disputes

Last month, Acas published a report by Warwick Business School evidencing an increased polarisation of groups involved in industrial disputes.

This polarisation, plus a decrease in negotiation skills and lack of experience in handling collective conflict, has led to those involved in resolving workplace conflict needing more clarification on how to deal with it.

Outcomes of the report

The report, which examined perceptions of continuity and change in collective workplace conflict in Britain, showed:

• a general decrease in knowledge and experience amongst employers, employees, and their representatives about how they can manage conflict in the workplace, move towards agreement and seek support from Acas
• an increasing distance between employers and unions in the initial tabling of their positions
• loss of confidence that collective conflict can be effectively resolved
• less of an understanding of the compromise required to secure agreement, with a view that a dispute must be ‘won’ rather than settled
• challenging economic and political conditions

Acas Director of Dispute Resolution, Kate Nowicki, said:

“Industrial disputes increased last year against a challenging economic and political backdrop, and we have seen the landscape of collective workplace conflict become more complex, with opposing positions often more entrenched.”

Comment and advice for employers on industrial disputes

With Acas reporting an increase in industrial disputes, the possibility of a further increase once the Employment Rights Bill becomes law, and ongoing delays in the employment tribunal system, it makes sense for employers to enhance their ability to resolve workplace disputes informally.

Although not always appropriate, there are many circumstances in which it can be beneficial to do so, not least when the employee remains employed.

As an employer, you can:

• establish clear workplace policies and procedures
• resolve conflict and disputes at an early stage. Issues that are not investigated and addressed at an early stage tend to escalate and become increasingly difficult to successfully address informally
• maintain an objective approach
• upskill line managers in handling disputes and managing conflict
• involve an external HR consultant in any particularly tricky matters and/or where the independence/objectivity of internal decision-makers is questioned
• consider mediation as a mechanism for resolving disputes and improving relations between those involved

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