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Taking Restorative Practice into the Workplace: Learnings and Challenges

Taking Restorative Practice into the Workplace: Learnings and Challenges. International Institute for Restorative Practices (IIRP ) Conference May 1, 2018 Presentation by: Leslie H. Macleod, B.A., LL.B., LL.M. (ADR). OVERVIEW OF PRESENTATION.

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Taking Restorative Practice into the Workplace: Learnings and Challenges

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  1. Taking Restorative Practice into the Workplace: Learnings and Challenges International Institute for Restorative Practices (IIRP) Conference May 1, 2018 Presentation by: Leslie H. Macleod, B.A., LL.B., LL.M. (ADR)

  2. OVERVIEW OF PRESENTATION • Lessons learned in my work as a conflict resolution practitioner • Challenges encountered in workplace settings • Opportunities available to promote the use of restorative practices

  3. IMPORTANCE OF CONSTRUCTIVE RELATIONSHIPS • Working well with others is critical for employee satisfaction and for organizational effectiveness. • “I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.” (Maya Angelou)

  4. A NATURAL FIT • Workplaces depend upon constructive relationships • Dysfunctional relationships cause stress and reduce productivity • Poor relationships have a spillover effect • The state of the health of workplace relationships is embedded in culture

  5. LESSONS LEARNED • Healthy workplace cultures embrace restorative practices • Effective leaders value the principles inherent in restorative practices • Restorative practices can be formal or informal • It’s rarely too late to intervene

  6. CHALLENGES ENCOUNTERED • Failure of workplace parties to appreciate need for restorative practices (e.g., employees deliver) • Legal obligation to engage in some other process (e.g., investigation) • Concerns about costs associated with restorative practices (time and money) • Confusion related to the goal of the process (restore to what?)

  7. OPPORTUNITIES AVAILABLE • Continuum from preventative, to proactive, to reactive • Create and maintain a constructive, healthy environment to prevent conflict and wrongdoing • Address conflict/actions at an early stage to minimize their impact • Respond later to disputes/actions as a stand-alone process or in conjunction with another process

  8. SPECIFIC SUGGESTIONS • Educate leadership re: legal and ethical obligations and highlight successes • Provide “hard evidence” to decision-makers re: benefits of restorative practices • Build restorative practices into other processes using system design principles

  9. SPECIFIC SUGGESTIONS • Give reviewers/investigators the mandate to make recommendations • Recommend a full range of restorative practices – formal and informal • Develop consensus on the indicators of a constructive workplace

  10. INVESTING IN RESTORATIVE PRACTICES $/ Time Issues

  11. INVESTING IN RESTORATIVE PRACTICES $$$$$/Time Issues

  12. CONCLUSION • Growing awareness of the importance of constructive workplaces and the effects of destructive ones • Increasing willingness to engage in innovative processes • Trends bode well for growth in restorative practices

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