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Redefining Resolution in the NHS

Leading conflict management expert David Liddle told delegates at the Redefining Resolution in the NHS Conference (held yesterday Tuesday 20 October) that “the management of discipline and grievance within the NHS is a public health issue – a silent killer, which should be taken as seriously as smoking.”

Liddle, CEO and Founder of The TCM Group, which organised the conference, went on to argue now is the time for the NHS to establish a culture of open-dialogue and collaboration, to encourage the constructive early resolution of conflicts before they escalate into damaging formal procedures.

NHS at St Andrews

Leading conflict management expert David Liddle:

“The management of discipline and grievance within the NHS is a public health issue, which should be taken as seriously as smoking.”

The NHS is fearful of conflict

At the half-day conference, attended by delegates from across the NHS, David Liddle told the audience that

“the NHS has become incredibly fearful of conflict and failure, so has wrapped itself in red tape to prevent risk.

“Conflict can be a driver of change, innovation and creativity,” he said. “It can bring people together and harness the utter brilliance we have in our NHS. However current grievance processes are more concerned about mitigating and preventing risk of conflict than harnessing the inner brilliance of the individuals concerned.

“Zero-tolerance policies don’t work and have never worked in the NHS.”

NHS Thank you - Thorp Street, Southside

Said Liddle.

“You cannot, and will never to be able to, resolve complex people issues by bolting on a zero-tolerance policy or initiative adjunct to an organisation.

“Instead, conflict resolution within the NHS must be systemic, structured, cultural and fully-integrated.”

Current processes undermine everything good about the NHS

Liddle went on to argue that paradoxically, current grievance processes encourage and drive a dynamic of mistrust, fear and uncertainty.

“The current management of conflict provokes and encourages fear. It seems paradoxical that the very policies established to tackle disputes actually make the disputes much worse.”

“Why do we rely on systems and processes that undermine everything that is good about the NHS? Why have we allowed ourselves to adopt a system that destroys relationships, and which has a significant impact – both physiological and psychological – on amazing people doing such amazing work?”

A new resolution system is needed

Throughout the conference, a range of leading conflict and mediation experts working within the NHS gave insight into how the current conflict management system might be reformed for the benefit of the NHS. Delegates examined evidence of the impact that damaging conflict management processes have on absence, staff turnover, management, finances, and delivery of good patient service.

Prime Minister Boris Jonson Condition Improves

The TCM Group have helped over 300 NHS trusts and health/social care organisations in transforming the way they respond to conflict. TCM’s Resolution Framework™ offers a collaborative and robust system for resolving complaints, grievances, and disciplinary issues. It balances the right of all parties with their underlying interests and their needs, encouraging the constructive and early resolution of workplace issues, where appropriate.
David Liddle added:

“When we release ourself from a focus on risk and instead concern ourselves with people’s underlying fears, goals, hopes and motivations, we create a forum to be able to listen to one another and gain insights. Ironically, the less focus we have on risk and more on people, the less chance there is of risk in the first place.”

“There has never been a better time in its history for the NHS to try new approaches to conflict resolution than right now. After all, there is no legal or ethical duty on NHS Trusts to have a statutory grievance or disciplinary procedures in place at all.”

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