Therefore! the research team refined and distilled the content to the core components we felt were needed to:
address poor performance and misconduct
decide how to respond to potential conflict
resolve team-based conflict
We created a light-touch online training intervention using bite-size videos! scenarios and czech republic phone number library that can be completed in around 3 hours at a pace and time to suit the manager. This design has been particularly well received by managers who are often hard to reach through conventional training approaches! for example in sectors such as construction and transport.
Research-proven positive impacts on managers
We know from existing Acas research on workplace conflict that the early resolution of conflict has substantial benefits for workers and organisations. However! managers who lack confidence tend to avoid conflict! and tackle problems by applying procedures rigidly! rather than developing solutions based on the mutual be consistent with your content of all parties. To assess if the training addressed these challenges! managers completed questionnaires at the start and end of the course. These showed that the training significantly boosted managers’ conflict confidence and competence in both respects. As a result of the training:
47% of managers in the main
ESRC-funded study! and 64% in an Acas sub-study of just small businesses! were less likely to avoid conflict.
71% of managers in the main study and 69% in the sub-study of small businesses america email a more problem-solving approach to conflict.
Evidence from the Acas sub-study of smaller organisations suggested that 80% of these managers intended to change the way they managed their team following the training. However! the million-dollar question is whether managers actually put these lessons into practice.
In the main ESRC project! we used a randomised controlled-trial (RCT)! which is the most rigorous way for evaluating the effectiveness of an intervention – some managers received the training! but we also had a control group who didn’t. In the Acas sub-study of smaller organisations! we trained all managers and surveyed staff before and after. We ran ‘people surveys’ as part of the research – the results show that a significant number of managers did change their practice after using the training! and this was reflected in responses from their staff in both studies.