1. Conflict Resolution NHS
Syllabus 2010-2012
2010-
East Midlands SS
Sinfin Lane
Barrow Upon Trent
Derby
DE73 7HH
01332 703650
www.compactlearning.co.uk
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2. Signs of Aggression & Anger in others
Erect Stance & Head Back
Changes in Facial Colour
Rapid Breathing
Becoming Tense
Pupils Dilated / Fixed and Staring
Finger Pointing / Clenched Fists
Sweating
Raised tone of Voice
Irrational Speech
Angry Muttering
Suddenly Quiet
Invasion of personal space
Repetitive Movements
De – escalation Techniques
Allow the person space and time
Use fluid Hand Gestures
Stand Side on
Maintain Eye contact without staring
Show concern and understanding
Acknowledge the Person’s feelings
Explore the prospect of Concession
Avoid Confrontation
Convey your desire to help
Defusing Situations
Non Verbal Techniques
Mood Matching
Mirroring
Eye Contact
Personal space
Look for escape route
Verbal Techniques
Positive Language
De-personalise
Ask for particular behavior
Fogging
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3. Strategy
Personal Space
Self help
Ergonomics
Communication
Safety
LEAPS
L - Listen to what the person has to say
E - Empathise with what they have to say
A - Ask questions to obtain more information
P - Paraphrase by putting the facts in to your own words
S - Summarise a course of agreed action
Alternative Model
– Ask open questions to establish their perspective
Tell me how you see the situation
What’s your view about what happened
L- Listen actively, paraphrase to show that you have understood what they said
So what you are saying is
It sounds as if
D- Define the problem
S- Search for a solution
Ask the other person first for their idea, offer your ideas and suggestions
Aim for a solution which fits the need for both
A- Agree a plan of action
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4. Five Methods of Managing Conflict
High
Accommodating Collaborating
Concern
for Compromising
others
Avoiding Forcing
Low High
Concern for Self
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5. The 5 Step Appeal
Step 1 - The Ethical Appeal
Ask the person to do something eg please stop shouting, or please leave. Some
people will respond to this.
Step 2 - The Reasoned Appeal
Re-enforce the rules, what should be happening, explain why you made the request
and link it to how they have behaved.
Step 3 - The Personal Appeal
An appeal to them – do you think it’s a good idea to behave like this/speak to me like
that. Give them options for what might happen once they calm down
Step 4 - The Practical Appeal
This is the final appeal to them before action. The last chance! What can I
reasonably do to sort this out, get you to leave for now. This does confirm to them
their resistant behaviour and the need to do something.
Step 5 - Action
Which option you choose will be based on the threat as you see it, having
considered all the impact factors.
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6. Challenging Behavior in the workplace
Expectations – is the employee clear of what you expect from them in their
role? Equally what do they expect from you as their manager? Describe exactly the
results and behaviors you are expecting to see.
Purpose – Unmet expectations only cause disappointment and frustration leading to
conflict amongst the team
Top Tip – expectations may change, make this clear and communicate updates as
they evolve
Diagnose – Ask questions, find out what the problems are, why are they
performing poorly, is it a system or is it the individuals attitude or ability
Purpose – its really hard to fix a problem if you don’t know the root cause – the
solutions will depend on the answer to this. Asking them what they think also avoids
‘blaming culture’
Top Tip – frame the question carefully to avoid them getting defensive; ‘what’s been
getting in the way of you?’ you can even try explaining why your asking them; lets try
and find out the cause so we can focus on how to fix it’.
Ideal Descriptions – together discuss how their performance is now and the
results they are achieving. Then together, describe how the performance and results
would look in an ideal world.
Purpose – doing this shows the clear gaps between what is happening and what
needs to be happening. this helps you both see what needs to be done
Top tip – explain what you’re going to do and why you are doing it, before you start
the description.
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7. Challenging Behavior in the workplace
Clear consequences – explain carefully and clearly what will happen if no
improvement is seen. Provide measurable results and a timescale
Purpose – it shows the seriousness f the problem. Assuming the consequences are
not desirable for the employee, it can act as a motivation to really make a change
Top Tip – This is the time to bring in the legal requirements from HR.It may be time
for a written warning – check your company policies
Empower – show the employee you have confidence in their ability and you are
there to support. Give them enough responsibility so they know you have faith in
them, keep stretching but not straining – overwhelming them won’t help, offer
resource where required to tackle any skills deficit they may have.
Purpose – this is about building their confidence and showing you trust them – even
if things haven’t been up to scratch so far. To rise to challenge we need belief in our
skills as well as skills themselves.
Top tip – ‘I know you can do it’ without reasons and without support can leave them
feeling overwhelmed. Explain why you think they can do it, and remind them to ask if
they need support.
Forward focus – keep your mind on the solution rather than the problem .Make
your questions future focused; ‘what steps can you take next time to get it right?’
Purpose – while the past problems / performance needs to be mentioned, focusing
on the problem itself can cause conflict. This questioning technique provides a
positive slant on things and encourages the employee to take responsibility for their
own improvement
Top Tip – if the employee struggles to come up with anything, ask if they’d like you
to make some suggestions. If yes, phrase them as questions; ‘could you..’, what
about if…’have you considered..’ Then you’re guiding them, rather than directing the
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8. What if Communication doesn’t work?
Get out
Compliance
Self Defence
Criminal Law
Section 3 Criminal Law Act 1967
‘A person may use such force as is reasonable in the circumstances in the
prevention of crime, or in the effecting or assisting in the lawful arrest of offenders or
suspected or persons unlawfully at large’
The key word is ‘reasonable’ and this will depend on each individual case
What is Reasonable Force?
Claiming Self Defence
It is important to remember when claiming Self Defence that you must be able to
show you did not demonstrate a willingness to fight or respond to a challenge.
You cannot rely on the defence of ‘Self Defence’ if you had an opportunity to
retreat to safety and you did not do so!
The Importance of reporting Incidents
The Law
Health and Safety at Work etc. Act (1974)
The Management of Health and Safety at Work Regulations (1999)
RIDDOR (1995) *reporting of Injuries, Diseases and Dangerous Occurrence
Regulations
Emergency Workers (Obstruction) Act 2006
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9. Reactions when faced with Aggression
Increased blood pressure
Increased heart rate
Sweaty palms
Muscular twitching
Lump in throat
Headache
Adrenaline Rush
Butterflies in Stomach
Coping with Violence
Try to remain calm
Breathe deeply and regularly
Acknowledge how you feel
Think positively
Tell yourself you can manage
Tense and relax muscles
Remember: Feeling afraid is not a sign of weakness. It is Normal response
to perceived danger.
Post Incident support
Incident Recording and Reporting
Occupational Health Support
HSE reporting (RIDDOR and major injuries)
Counselling (formal)
Peer support
Debrief
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