Informal Conflict Management System Evaluation
4. CONCLUSIONS
The major conclusions arising from the evaluation are as follows:
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There is a strong need for the program, which is recognized by both project partners and employees.
The average rating given regarding the need ranged from 4.0 amongst respondents to 4.3 amongst key informants, on a scale of 1 to 5, where 1 is no need at all and 5 is a significant need. Respondents attributed the need for the program to the increased incidence of interpersonal conflicts at the workplace; the need for a confidential and neutral place to resolve conflicts; the need for training opportunities designed to increase knowledge of informal ways of managing conflict; and the need to equip employees with better tools to improve their skills and abilities in conflict resolution.
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There is a legitimate and necessary role for government in this program area.
the Department and that addressing such conflicts is in public interest to the extent. ICMS can reduce the direct costs associated with conflict and formal conflict resolution and the indirect costs associated with time wasted in and the reduced quality of decisions made by people in conflict. The program is consistent with departmental strategic outcomes as well as federal government priorities and commitments to resolving matters in the workplace fairly, credibly and efficiently.
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Although some progress had been made, overall awareness and use of the ICMS services and activities within the Department remain relatively low.
Almost one-half of the respondents were at least somewhat familiar with the program. However, many were not at all familiar, or had very little awareness of program services. About a quarter of the 276 respondents had participated in ICMS activities, such as awareness sessions, conflict management services and training sessions. Three percent of the respondents (8 people) reported being referred to other sources.
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Respondents report that the information they received from ICMS had somewhat of an impact.
Respondents report that the ICMS has had somewhat of an impact in educating them about where to find assistance when facing a conflict, and in enhancing their knowledge and awareness of alternative mechanisms to manage conflict. The impact of the program is greater among clients who have used conflict management services or have participated in training sessions than among those who simply attended an information session.
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Partners have not been very active in supporting the activities of the progress of the ICMS.
However, even those who are very familiar with the program generally felt that their involvement was very limited. Although most partners had interacted with OICMW staff, promoted the programs to others and/or referred people to the ICMS services at some time in the past, they also noted that the level of interaction and their role in promoting the program were very minor. One of the factors affecting the dedication of these partners is that, while most see a strong need for the program, most also feel that the program has been moderately successful to date in meeting that need. They pointed to the relatively small size and limited resources associated with the program, with some indicating that they had hoped it would have a higher profile and be able to provide more hand-on services and training than has been delivered.
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Although some progress has been made in shifting the Department towards a collaborative workplace culture, it is unreasonable to expect that a significant shift has occurred given the size of the Department and the comparatively small size and scope of the program.
Achieving real cultural change is a long-term process. ICMS has a modest budget and at most two full-time employees, who serve more than 4,500 employees across Canada. In comparison to similar programs in other federal government departments, the Department’s ICMS is the newest and is among the smallest. Although key informants reported that some further progress will be made by ICMS, enhancements to the program would need to be made in order to achieve greater impact.
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Operating data and comparable data are not available to assess the cost effectiveness of the ICMS program.
The ICMS is one of a series of functions delivered by the OICMW. It is not possible with the currently available data to determine the resources dedicated to the ICMS vis-à-vis other OICMW activities. The results of the evaluation indicate that the budget of the departmental ICMS is low relative to that of other departments, restructuring of ICMS into the OICMW resulted in some economies of scale, the program is generally considered well structured given its objectives, and it complements rather than duplicates other conflict resolution mechanisms. Concerns with respect to cost effectiveness relate to the level of resources available to support the program. There is a common sentiment that not enough resources are allocated to training, promotion of the program, outreach activities to the regions, and partnership development.
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There are nine key factors that determine the success of an ICMS.
Given that the ICMS is designed to complement rather than replace other conflict management mechanisms, there are no real alternatives to it. The ICMS satisfies the requirement introduced in section 207 of the PLSRA which requires each deputy head to establish, in consultation with bargaining agents, an ICMS. Based on the feedback provided by key informants, employees and representatives of similar programs as well as a review of best practices, nine key factors that can determine the success of an ICMS program were identified. These include: having strong support from senior management; a clearly defined role for the ICMS; strong relationships with others involved in conflict resolution; being seen by employees as a neutral body; enjoying a high level of awareness; providing easy access; delivering quality services; incorporating a strong training component; and being well integrated into the organization.
The capacity for the Department’s ICMS to change and to fully implement these nine factors is dependent on the level of dedicated resources for the program; the development and implementation of a communication plan that clarifies roles and responsibilities of key stakeholders involved in conflict resolution in the workplace (both formal and informal); the provision of ICMS training to managers and employees; and the level of commitment among key stakeholders - senior managers, employees and partners - to finding effective ways to manage workplace conflict.
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