Emerging Systems for Managing Workplace Conflict: Lessons from American Corporations for Managers and Dispute Resolution Professionals

Bingham, Lisa Blomgren; Lipsky, David B.; Seeber, Ronald L.; Fincher, Richard D.

doi:10.2307/4126687

Cited by 11 publications

(4 citation statements)

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“…In the case of disrespect, greater attention is needed to support workers in safely reporting experiences of disrespect. To do this, workers need to be equipped with multiple pathways to safely report perceived disrespect without fear of retribution (Lipsky et al, 2003). Just as healthcare organizations have developed reporting mechanisms for physical harm events and use patient experience surveys to understand the patient experience with disrespect, de ning disrespect for the workforce, and creating assessment tools that enable workers to share details about the severity and nature of perceived disrespect, can be a step toward addressing it through improvement processes.…”

Section: Discussionmentioning

confidence: 99%

Perceptions of Disrespect in the Hospital Workforce During the COVID-19 Pandemic: Analysis and Implications for the Future

Edelstein,

Zhuang

2024

Preprint

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Background The COVID-19 pandemic brought disruption and uncertainties to hospital settings. The objective of the study is to expand our understanding of how the intensity and stressors of the pandemic impacted perceptions of disrespect among the United States (US) hospital workforce. This investigation focuses on three core dimensions. First, the study seeks to shed light on how perceptions of disrespect during the pandemic varied by job category, including physicians, nurses, clinical specialists, supervisors, and non-clinical support staff. Second, this analysis looks at the effect of having direct patient interaction on the likelihood that hospital workers perceived disrespect. And, lastly, this research compares worker perceptions of disrespect during the early versus later pandemic timeframes. Methods This study uses logistic regression and bivariate comparative analysis of publicly available data from the US Agency for Healthcare Research and Quality’s (AHRQ) 2021 and 2022 Hospital Surveys on Patient Safety Culture 2.0, spanning survey years of 2020–2022. Results Perceptions of workplace disrespect during the COVID-19 pandemic varied across job categories. Nurses and support staff are found to perceive the most disrespect, and physicians are much less likely than nurses to perceive disrespect (-.53 OR, p < 0.01). For both nursing and support workers, direct patient interaction did not play a role in the likelihood of perceiving disrespect. By contrast, for physicians, clinical specialists, and supervisors, directly interacting with patients is found to significantly impact the likelihood of perceiving disrespect. Physicians are also the job category with the greatest percentage shift (20–25%) in increased perceptions of disrespect from early to later stages of the COVID-19 pandemic. Conclusions Removing blind spots to experiences of disrespect within the workforce is essential to reducing it. Equipping workers with multiple pathways to safely report perceived disrespect without fear of retribution is the first step that can enable healthcare institutions to address it. Heightened accountability at all levels of an organization, conflict management and communication training, and team and individual interventions such as one-on-one coaching and peer support programs may all be useful strategies for improving cultures of respect.

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Section: Discussionmentioning

confidence: 99%

Perceptions of Disrespect in the Hospital Workforce During the COVID-19 Pandemic: Analysis and Implications for the Future

Edelstein,

Zhuang

2024

Preprint

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“…Some organizations, researchers found, have moved beyond the deployment of a single dispute resolution practice or procedure and, instead, are making use of a system of practices that, at least in theory, are designed to provide and more integrative and comprehensive approach to resolving workplace conflict. Thus, for example, we know that in 1997, ~17% of Fortune 1000 firms in the United States made use of a conflict management systems approach (Lipsky et al, 2003). Survey research conducted in 2011 suggests that the proportion of Fortune 1000 firms utilizing a conflict management system may have doubled and now stands at ~33% (Lipsky et al, 2014).…”

Section: The Rise Of Internal Nonunion Adr Procedures and Conflict Ma...mentioning

confidence: 99%

A fragmented and heavily privatized dispute resolution system: The United States

Avgar,

Colvin,

Katz

et al. 2023

Industrial Relations Journal

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The United States possesses a highly fragmented and decentralized set of mechanisms addressing work‐related conflicts and disputes. There are consequential differences in how workplace conflicts are resolved across the following settings—union and nonunion or collective and individual, public and private sectors, traditional and nonstandard employment models, and public and private forums. An important trend is the growing influence in the nonunion sector of ‘private justice’ provided in employment arbitration and conflict management systems as a replacement for ‘public justice’, and in the union sector, private neutrals also play a key role.

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“…ADR practices and arrangements are commonly understood as alternatives to litigation in the civil courts, or to mediation, conciliation or adjudication by independent stateprovided conflict resolution agencies, such as conciliation and arbitration bodies, labour courts and employment tribunals. ADR practices are also understood as alternatives to long-standing or conventional multi-step individual grievance and collective disputes procedures within workplaces (Costantino and Sickles-Merchant, 1996;Lipsky et al, 2003;Roche and Teague, 2011;Roche et al, 2014;Ury et al, 1993).…”

Section: Adr Practicesmentioning

confidence: 99%

“…There is a good measure of consensus in the literature on the features of ADR as compared with conventional conflict resolution arrangements (Avgar and Colvin, 2016;Bush and Folger, 2005;Campolieti and Riddell, 2019;Costantino and Sickles-Merchant, 1996;Dundon et al, 2004;Kolb, 1985;Lewin, 2010Lewin, , 2014Lipsky et al, 2003;Ridley-Duff and Bennett, 2011;Roche et al, 2014;Ury et al, 1993;Wilkinson et al, 2020). First, ADR arrangements are seen to prioritize the resolution of conflict within the boundaries of organizations precluding or minimizing the referral of conflicts to external conciliation bodies, labour or civil courts or employment tribunals.…”

Section: Adr Practicesmentioning

confidence: 99%

Extending the boundaries of alternative dispute resolution: Private dispute resolution in Irish industrial relations

Roche

2022

Economic and Industrial Democracy

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This article examines the features and effectiveness of 11 ‘private dispute resolution arrangements’ (PDRAs) established by employers and unions in Ireland since the early 2000s to resolve collective disputes within organizations. These PDRAs are groundbreaking in redrawing the rules aligning internal dispute resolution with services provided by external state agencies. The article extends the boundaries of our knowledge of alternative dispute resolution (ADR) by highlighting the features of PDRAs and by identifying the conditions contributing to their evenhandedness, fairness and independence.

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Emerging Systems for Managing Workplace Conflict: Lessons from American Corporations for Managers and Dispute Resolution Professionals

Cited by 11 publications

References 0 publications

Perceptions of Disrespect in the Hospital Workforce During the COVID-19 Pandemic: Analysis and Implications for the Future

Perceptions of Disrespect in the Hospital Workforce During the COVID-19 Pandemic: Analysis and Implications for the Future

A fragmented and heavily privatized dispute resolution system: The United States

Extending the boundaries of alternative dispute resolution: Private dispute resolution in Irish industrial relations

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