Wongan-Ballidu’s workplace development journey

The management team at the Shire of Wongan-Ballidu were concerned that conflict was affecting the staff dynamic and productivity in one important area. Management held a couple of group meetings with the staff involved in order to understand and work through the issues, however further assistance from an external source was needed, which led to LGIS HR Risk Management services being engaged.

LGIS conducted an independent analysis of the current perceptions and dynamics of the team in order to progress towards their goals, beginning with confidential interviews. These interviews explored what individuals did or did not enjoy about the workplace and their role/work; key relationships that may impact whether they look forward to coming to work; unacceptable behaviours in the workplace; and any other issues they experienced at work along with what could be done to change/manage these; and what role each can personally play to help achieve the aims of a better workplace for the entire team.

Many of the perceptions and experiences that came out are commonly experienced in other workplaces:

• a “clash of personalities and work ethics”
• a lack of clarity and mutual understanding/acceptance of another worker’s role
• limited self- awareness
• defensiveness rather than taking a problem-solving approach
• a lack of personal accountability (apparent through specific reported behaviours such as avoiding contact, making excuses, and deflecting attention onto or blaming others)
• ineffective communication and conversational skills 
• ineffective criticism (including being seen as dominant, making an issue about something without having the authority, abrupt and bossy, petty, or hypocritical/ practicing double standards)
• not being listened to, or having feelings taken into account and preferences or priorities respected
•  experiencing a sense of not being accepted or fully included
• a lack of teamwork, shared set of priorities, co-operation and willingness to help others.

Management support was an area where participants believed there could be some improvement, due to a perceived lack of direction or ‘moving goal posts’ and not resolving issues or shutting down conflict. 

During this process, key findings revealed that a larger issue was at play – there was a need for a whole of organisation approach.

The following recommendations were made:

• Review appropriate policies and procedures to ensure they are current and well promoted
• Ensure the Shire’s recruitment, induction, orientation and probation processes/procedures are current and in line with industry best practice.    
• Develop and use the Shire’s values as the basis for decision making, to set up a consistent and positive workplace 
• Provide mediation for relevant workers
• Ensure that the interpersonal awareness and communication skills of team members and leaders are well developed
• Provide team building where required for the staff and leaders, including assessment of personalities and preferences
• Ensure that all leaders have a high level of awareness of signs of mental health and personal problems and encourage self-referral to the employee assistance program.