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Leadership - CMI Level 5 Diploma in Management MAQ
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LEADERSHIP KNOWLEDGE ASSESSMENTLEVEL 5
Define the Conflict Resolution Model and explain your strategies for minimising conflict in
your role, including your obligation to keep records.
The CUDSA model follows a process in five stages, these are:
C – CONFRONT
Confront a problem by recognising that one exists and to resolve this, all involved parties
should be made part of the resolution process.
U – UNDERSTAND
Understand all aspects, opinions and feelings of those involved, Ensuring clarity and honesty
in discussion of the problem at all stages throughout the process.
D – DEFINE
Define the problem in a clear and concise manner, ensuring that the issues causing the
problem are addressed and that the process is not marred by dedicating resolution to aspects
which are not involved in the problem concerned.
S – SEARCH
Search for ideas and make compromises where necessary, to ensure that all parties are
agreeable to the intended solutions. Explore different ideas and possible outcomes and
ascertain their relative usefulness (quality) to enable resolution of the original conflict.
A – AGREE
Agree on the best way forward, based upon the process followed above, record the decisions
made (i.e. Minutes), draft process maps and procedures for implementation. Once these have
been agreed as the most amicable way forward for all involved, publish and implement to
procedural changes.
Having been involved in a conflicting situation within my Unit, partially due to my militarised
autocratic management style, I have changed/implemented existing/new strategies to ensure that
such problems that once existed do not reoccur, or are at least minimised to the greatest degree in the
future. My overall objective was to make changes to ensure that conflicts were resolved in the
fairest manner to all involved, without the requirement to instigate formal procedures through the
Discipline Process (Police Staff Local Agreement). The change process implemented the CUDSA
model itself into the Unit, enhanced Conflict Resolution, and reduced conflict occurrence.
The strategies have been simple to implement and consist of the following:
Communicate with everyone, all of the time, at the same level.
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, Everyone has a voice in the decision making process – all ideas are worth considering.
Consider work life balance on all decisions and not concentrate solely on Unit targets at the
expense of others.
Regular Welfare and Development meetings scheduled (with all staff individually).
Bi-monthly Unit meetings initiated to discuss and decide on issues/problems within the Unit
and of others affecting the Unit, also a global forum for group issues to be discussed if
individuals wish to share incidents with everyone.
All members can approach myself or each other with issues/conflicts between themselves or
with me, and be treated fairly and within Corporate Policy direction.
All staff are treated equally, with dignity, respect and with confidentiality to ensure that their
personal circumstances for conflict/issue are not disclosed unless they wish it to be discussed.
Some of the above have been in place since I started in my position, others I have implemented as I
have developed as a Unit Manager. The implementation of some of these strategy points have
resolved conflict before it could have arisen. This has proven to me that the realisation of the
CUDSA Model and its implementation at an early stage, can ensure that a team has little or no
conflict and that potential for said conflict is dramatically reduced.
A record of any conflict, should it be encountered will be kept within the Human Resources records
system should the situation require it, otherwise records will be kept by myself or team member and
the individual. Situation dependent, should this be required all documentation will be held in
accordance with the Force Data Protection Policy and in Line with the Force Complaints Procedure
and/or Grievances Policy/Procedure (contained within Policy and in addition Local Agreements for
Police Staff).
Human Resources will be enabled, to build statistical analysis information on trends of
grievances/complaints throughout the Division and concentrate welfare issues upon certain
roles/departments should that be the outcome of such analysis. Furthermore, Corporate Human
Resources will be able to analyse the entire Force and provide information for possible Policy or
Directive amendment where necessary.
As a summary sentence to the issue of Conflict Management, I quote a pioneer of management
writing, Mary Parker Follett (1924):
“Differences can be made to contribute to the common cause, if they are resolved by
integration rather than domination or compromise”
Source: How To Be An Even Better Manager – Sixth Edition 2004 – Michael Armstrong
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