Trust-based Conversations

This week, I want to talk about trust in conflict resolution.

Over the past few months, I have supported several different public service dispute resolution teams improve their dispute resolution processes and skills. In every case, an important objective has been to ensure that the dispute resolution conversation is trust-based. Public service dispute resolution work carries unique obligations and challenges. Not only are public service dispute managers required to effectively resolve a dispute between parties, they must also build public confidence in broader statutory or regulatory objectives. 

Trust-based communication is a critical aspect of any conflict resolution process, and in the public service, it plays a crucial role in fostering effective interactions between government agencies and the public. 

In this edition of my newsletter, I explore the concept of trust-based communication and how it applies to dispute resolution in the public sector. Having worked in the public sector for over 15 years, I am very familiar with the importance of trust-based communication in effective dispute resolution. The ideas I share in this newsletter are equally relevant to other conflict contexts such as workplace complaints and business disputes.

Understanding Trust-Based Communication

Trust-based communication is essential in any relationship, personal or professional. It involves open and honest communication, where each person feels comfortable expressing their thoughts, concerns, and ideas without fear of being ignored, dismissed or punished. This style of communication serves as a foundation for effective dispute resolution in the public sector because it enables public servants to understand the needs of particular complainants or disputants and identify appropriate solutions. It also fosters a sense of collaboration and partnership, leading to constructive conversations and engagement on an ongoing basis.

Benefits of Trust-Based Communication

Trust-based communication offers a wide range of benefits in the public service context, beyond effective dispute resolution, these include:

1) Enhanced Collaboration: Trust-based communication fosters collaboration between stakeholders - leading to innovative solutions and better outcomes.

2) Improved Public Engagement: Trust-based communication encourages the public to actively participate and engage with the government, resulting in better policy making and implementation.

3) Effective Service Delivery: Trust-based communication enables public servants to understand the needs and desires of the public, enabling them to provide more effective and tailored services. It can also assist in identifying the most efficient way to allocate resources to address community concerns.

4) Kinder conversations: In my view, trust-based conversations are constructive and can be a positive experience for all concerned. It is a way to avoid the animosity and aggression that often goes with conflict. This is essential to ensure the health and wellbeing of public service dispute resolution officers.

The challenge for dispute resolution officers is the fact that building trust is very hard to do while losing trust is incredibly easy.

Building Trust through Communication

The way we communicate when managing a complaint or review request has the potential to create trust. Often, it is the lack of trust that is the cause or driving force behind a conflict. The informal and early resolution of conflict is only possible where there is sufficient trust between a member of the public and the dispute resolution officer they are working with.

Here are some ideas for building trust-based communication:

1) Listen first, judge later: Dispute resolution officers should actively listen to the concerns of the complainant, demonstrating empathy and understanding. Ideally, any discussion around the application of the law/policy/regulation should be deferred until the individual in a dispute has had the opportunity to explain their experience and feel heard. Often, we are quick to make up our minds on the most suitable outcome (usually because we've seen the same situation many times before), but conveying judgement, before fully hearing someone is not helpful to build trust. This is easy to forget when we find ourselves short on time and jump to conclusions too early in a conversation.

2) Set boundaries and maintain these boundaries consistently: Early on in a conversation, be clear and specific about the role of the public service organization in the dispute resolution process. While listening with empathy is important, it is also important to make clear the limits of a dispute resolution officer's role. We usually can't assist with all of the complaints and concerns an individual has, and they may need to be directed to other avenues. By providing this information in a simple, direct and positively framed way, we avoid the possibility of disappointing a complainant down the track. 

3) Communicate in plain and simple language: Nothing is more frustrating than receiving a letter you don't understand, or speaking to someone on the phone who isn't making any sense. It is very hard to build a trust-based relationship, when the communication is difficult to understand. For example, government officers use many acronyms in their day-to-day work. These acronyms are often used to shorten and refer to legislation, a particular Form or Notice, another government organisation or a particular court/Tribunal process. When you do the same work, day to day, these industry specific acronyms and terminology become part of your language. It is important to be aware of using words and language that make sense to a complete stranger to the work you do. Research suggests that the average literacy of individuals in Australia is that of a high school student, so keep a 15-year-old in mind when crafting your communication. 

4) Build rapport: To be clear, I am not suggesting that public service dispute resolution officers should befriend complainants. What I am suggesting is that it is important to build a personal rapport with individuals who engage in a dispute resolution process, so that they do not feel like a number or a file reference. For example, taking the opportunity to learn how to say someone's name correctly, and asking how they would like to be addressed is a simple way in which dispute resolution officers can build personal rapport. You can also make notes of small talk that was mentioned in one conversation and recall in the next to establish an appropriate personal connection (E.g. last time we spoke you mentioned that you were starting a new job, how is it going?).

5) Make commitments you can keep: It is no secret that almost every public service function is overwhelmed with an increasing workload - this is definitely the case ins each of the dispute resolution teams I have worked with. Making and keeping commitments is essential in any trust-based relationship. We do not get any closer to building trust when we make promises that we cannot keep. For this reason, it is important to ensure that at the end of any communication, phone call, letter or meeting, public service dispute resolution officers make clear and realistic commitments on the next steps or follow up timeframes.

There are many other ways in which trust based communication can be established, but the above five tips should be a good place to start! 

If you’d like to see how facilitated conversations could help your workplace, I’ve created a free 10 Question Checklist. This guide outlines the key steps of running a structured conversation, with prompts and tips you can use straight away. Download your free DIY Facilitated Conversations guide here

Ready to strengthen conflict management in your workplace or organisation? Explore my mediation and training services, or book a complimentary confidential consultation with me today: Book Online

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ABOUT THE AUTHOR

Shiv Martin is a nationally accredited mediator, practicing solicitor, conciliator, decision-maker, and certified vocational trainer. With extensive experience in complex dispute resolution, stakeholder engagement, and team building across business, community, and governmental sectors, Shiv brings over a decade of unique and diverse expertise in Law, Management, Vocational Education, and Mediation.

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