COMBATING CONFLICT IN THE WORKPLACE: THE CONTENT AND EFFECT OF A CONFLICT MANAGEMENT AND ASSERTIVENESS TRAINING PROGRAMME

Authors

  • Marili Williams Marili Williams, Police Social Work Services, SAPS, Pretoria.
  • Mike Weyers Social Work Division, School for Psychosocial Behavioural Sciences, North-West University, Potchefstroom, South Africa.

DOI:

https://doi.org/10.15270/45-4-189

Abstract

Conflict and bullying in the workplace remain issues that employers tend to sweep under the
proverbial carpet, partly because of the stigma involved and partly because of their own doubt
about how the problem should be addressed (Anon., 2001:1-2; Beswick, Gore & Palferman,
2006:1, 21-25; Dijkstra, Van Dierendonck & Evers, 2005:119-121; Simpson, 2001:1-6). The
tendency has been either to ignore the problem or, at most, minimise its consequences. These
consequences more often than not take the form of high levels of stress amongst employees or
high absenteeism and staff turnover rates, or both. The current dominant approach is in many
respects akin to blaming the victim and closing the door after the horse has bolted (Dijkstra et
al., 2005:119-121; Kennedy, 2004:1-3).

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Published

2014-06-18

How to Cite

Williams, M., & Weyers, M. (2014). COMBATING CONFLICT IN THE WORKPLACE: THE CONTENT AND EFFECT OF A CONFLICT MANAGEMENT AND ASSERTIVENESS TRAINING PROGRAMME. Social Work/Maatskaplike Werk, 45(4). https://doi.org/10.15270/45-4-189

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