Engaging Diversity:Conflict Resolution Methodology in Public Transport Employment in Ireland

Dr. Alan Bruce

Universal Learning Systems, Dublin

UOC: 6th International Congress on Conflictology and Peace

Barcelona, 3-4 October 2013

Contexts: Irish employment trajectories

Decline of agriculture Uneven tradition of industrialization Labor market weakness - emigration history Impact of globalization National policy: sectarianism, equality, war and inclusion Inward migration Boom and bust – the crash of 2008 Intercultural Ireland

Migration impact on society and work

Demographic transformation Impact of new cultures Legislative and standards based requirements Social partnership Focus on innovation, flexibility and adaptability NCCRI 1998-2008:

Equality proofing Policy, legislation and research Resources for minority ethnic groups

Transformed society: a new Ireland Total population: 4.7 million Non-Irish population: 11% Change has occurred in 15 years Ethnic and religious diversity:

Largest populations: Polish, Chinese, Nigerian Religions: RC 84%; Other Christian 6%; Islam 1%

Highest birth rate in EU Highest inward migration

Racism and integration: balance sheet

Adaptation to rapid change Implications of altered demographics: schooling Lack of transparent settlement processes: bureaucracy Personal racism: anecdotal witness Institutional insensitivity Robust equality legislation since 2005 Absence of xenophobic, racist political movement Popular acceptance of diversity – impact of recession

uncertain

Challenges for innovative work-based learning on racism

Access: recruitmentRelevance: avoiding or minimizing conflictSupport: guidance, mentoring and adviceBenefit: legislative compliance and cost reductionStructure: locating responsibility: HR and policyValue: promoting diversityPersonal: confidence, ownership, adaptabilityCorporate: image, retention, promotion

Veolia (Luas tram system)

RPA Established 2001- two lines open in 2004 Highly successful in terms of passengers – extensions

planned Key staff: drivers (100) and revenue protection (300) Security increased since 2009: anti-social behavior and

violence

Problems and issues Increased racist incidents towards staff: insult

and abuseHostility, poor fare compliance, legal basis Increased stress and absenteeismAttack and injury – threat and victimization Issues between staff: avoidance and hostilityBullying and harassmentAvoidance, insensitivity, poor communicationsPrejudice and intolerance

Designing training for conflict resolution

Focus on diversity managementKey principles of engagement: curiosity, shared actions,

open communicationsRoots of conflictDealing with prejudice and stereotypeUnderstanding difference and fostering curiosityShared mission, understanding changeRights based strategyBased on real employment contextCase studies

Aims and objectives Aim: to provide training in diversity management to support

personal and professional competence in racism-based conflict resolution in commercial public transport contexts

Objectives: Define main elements of cultural difference in commercial transport

sector Address issues around bias, stereotype, prejudice and discrimination Evaluate critical roles of leadership and organizational culture in

addressing equal opportunities and conflict management Use key skills in human rights, conflict transformation and legislation Develop sustainable work based solutions in conflict resolution and

diversity management in operations, customer relations and company business model

Operational roll-out 2013

Preliminary meetings: March 2013 Background research and observation: April 2013 Materials design: May-July 2013 Training delivery: July-October 2013 Evaluation and follow-up Future sectors and categories

Summary outcomes

Content, structure, methods are relevant Value for learners in facilitated discussion Focus on racism and racist attitudes Defining delivered benefit through work focus Legislative foundations critical Importance of best practice and solution-focused approach Learning in a time of crisis Anticipating change Communications critical – cynicism about management Legacy, sustainability and embedding

Gràcies

Dr. Alan Bruce

ULS Dublin

abruce@ulsystems.com