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Resolving conflict internally

Informal solutions do not require proving anyone 'did the wrong thing' and they do not feature formal discipline of any sort. They are about reaching an agreement and a shared understanding of how to avoid problems in the future.

Some informal solutions can be reached without the respondent (person against whom the complaint is made) even knowing that a complaint has been made.

Flexibility is important in informal complaint resolution. A manager (or someone else with appropriate skills and authority) can:

• hold a structured discussion between the people involved with the aim of reaching an agreement
• negotiate individually between the people involved to reach an agreement
• organise staff EO training or circulate copies of the workplace policies and hold a staff discussion
• have an informal private discussion with the respondent to find out what they think is happening and to counsel them about the possible effects of their behaviour on others
• observe inappropriate behaviour, then talk with the respondent privately and if necessary warn them not to do it again.

Effective informal resolution works best when managers and supervisors are clear and confident about their responsibilities to prevent discrimination and harassment.

Advantages of informal resolution

Informal resolution processes:

• are flexible
• can quickly solve most workplace problems
• are less intimidating than formal complaints
• do not create 'winners' and 'losers'
• are especially helpful where there is a misunderstanding or a clash of personalities or different working styles
• can help show if a formal complaint investigation is actually necessary.

Disadvantages of informal resolution

Informal processes may not completely or effectively resolve a complaint if:

• it is done in a way that makes the respondent feel they are being pre-judged as guilty
• power imbalance between the people involved (eg a big difference in seniority or formal authority) is seen to unfairly influence the outcome
• the alleged behaviour that caused the complaint is so serious that it deserves formal discipline
• any agreement reached is not enforceable, for example: because no-one is able to monitor or enforce it
• informal management of past complaints against the same person or people has not worked.