Resolving conflict among colleagues is a test of an early years manager's skills, and never more so than when the warring workers are supervisory staff.
According to a nursery manager who is currently trying to resolve such a problem, other staff soon pick up on the bad atmosphere and it makes everyone in the setting uncomfortable.
'Everybody will, at some time, have problems or concerns with someone else at work,' according to the advice booklet Managing conflict at work published by ACAS, the arbitration and conciliation service.
'An individual might feel angry or upset about a colleague. There may be:
- a clash of personalities
- strong differences of opinion over work
- an "overspill" of personal issues from outside work.
'Conflict between work colleagues can often lead to accusations of bullying or harassment.'
All about talking
At the National Day Nurseries Association, chief executive Purnima Tanuku believes that disputes and disagreements among staff can be difficult to handle. 'This is especially so when these happen between supervisors or leaders within the setting,' she says.
'If not handled correctly, such problems could manifest into larger issues, causing tension within the nursery and upset among other members of the team. Sometimes the dispute becomes apparent and the members of staff involved fail to remain professional.
'This may lead to retention issues, problems emerging between other staff members and a tense atmosphere in the nursery.'
According to Shelly Newstead, managing director of Common Threads, which supports people working in children's play through its training and publications, conflicts at work may arise because people are not certain what their roles are or perhaps do not have a clear job description, clear guidance or clear aims and objectives.
Ms Newstead says, 'What could have been a constructive debate about practice can sometimes become a very personal dispute. But there is no room for personal interpretation on what things need to be achieved and how to achieve them.'
At the Primley Park Children's Nurseries in Leeds, proprietor Sandra Hutchinson is pleased to report it has never experienced any instances of supervisors in conflict.
'We have tight policies and procedures so people know what is expected of them. We start everything from the premise of "what is it like to be a child here?" The child is the focus.
'I am always available to listen to any member of staff. I tell them that I learn more now than I have ever done and if we continue to listen, we will continue to develop.'
Ms Tanuku says, 'Many settings benefit from having a staff code of conduct that covers respecting the views of others, and remaining professional at all times for the benefit of children and colleagues. An informal discussion with the members of staff involved is usually enough to resolve niggling issues before they turn into problems.
'However, if problems continue and worsen, settings should seek legal advice, and if the situation ultimately requires disciplinary action, it is vital that the procedures outlined in the staff handbook are followed.'
'One of the things we tend to avoid in our field is conflict,' says Shelley Newstead. 'The friends issue can be involved. Some managers like to say, "We are all friends here", but that perspective loses sight of what your work is all about, which is focusing on the children.
'Ultimately, a situation like this could end in a disciplinary hearing. It is unprofessional conduct. It saps your energy by switching the focus off the children and on to who said what to whom yesterday.'
One nursery manager says she settled a conflict between two supervisors by rostering them on opposite shifts for a few weeks. 'I am now at the stage where I can occasionally put them together and they seem to be getting on OK. I think it is a shame that they can't behave like adults.'
Ms Newstead believes that managers are often better equipped to deal with warring staff than they think.
'One of our sayings in our training is "So far and no further". We teach assertive communication skills so that managers feel they can talk to people who are in conflict.
'As manager, you set the boundaries. You decide what you are going to do if these boundaries are crossed. You work out a way to communicate that and what you are going to do if change does not occur.'
FURTHER INFORMATION
'Managing Conflict at Work' is available free of charge on the ACAS website at www.acas.org.uk
Common Threads publishes guides and runs training on management skills. See www.commonthreads.org.uk
CASE STUDY
Two room leaders at a large setting, who had never been close friends but always seemed to get on, became critical of one another in private conversations with the manager and at staff meetings.
The manager admits she was slow to intervene because she had been focusing on reorganising the management team.
The manager spoke to the two separately, but they each denied any change in attitude and accused the other of backbiting. She thought the row had blown over, but overheard the cook and cleaner gossiping about the sniping.
The manager tracked back to the start of the conflict and realised it had begun when they learned that promotion was in the offing.
She called the room leaders in and explained the damage their behaviour could cause and how unprofessional it was. They admitted being driven by rivalry.
The manager said she was considering a shared, enhanced role for them, but it depended on them working together on a joint project looking at options to redesign the outdoor area. She monitored their progress and found that they co-operated well when they had clear, shared aims and objectives.
TIPS ON MANAGING CONFLICT AT WORK
Giving people time and space to express their feelings and raise concerns can often clear the air, so staff need to know:
- who to approach if they have a problem at work
- that their concerns will be taken seriously.
A manager needs to
- Be trained to handle difficult conversations with staff
- Have clear discipline, grievance and dispute procedures to deal with conflict
- Consider outside help, such as calling in a mediator, where necessary
- Encourage open expression of opinions
- Recognise the importance of feelings
- Listen to what people have to say
- Focus on interests (why someone is making these demands), not on personalities.
