Positive Confrontation and Trust

It is not unusual for employers to stress the easy availability of their employee complaint procedures. There are channels for discrimination complaints and channels for labor grievances and, with an increasing number of employers, even channels for any dispute or problem in between.

These channels exist out of fear that employees won't surface problems while the disputes are minor, but will wait until matters get worse. The idea of encouraging employees to talk out problems with co-workers is often regarded as terribly naive. "What if the person is intimidated and we don't hear about the matter until a lawyer comes calling?" shout the proponents of the channels and no doubt they have a point. Such independent avenues of redress are necessary.

There is, however, a missing point that needs to be emphasized. Just because some channels are necessary does not mean that their usage is always desirable. Procedures, like ideas, have consequences. A work culture that is characterized by trust is one in which people who have a problem with a co-worker will first discuss it with the co-worker. If the problem is not resolved at that level, then the issues is moved up to the supervisor or into one of the special channels.

That culture of positive confrontation is one to strive for. It fosters openness and honesty, not duplicity, whining, and backbiting. It stresses ethical behavior, not legalisms.

A workplace where people are comfortable discussing problems with co-workers in a courteous manner is a healthy workplace. One in which they aren't open or, worse yet, store up grievances and play "gotcha," is unhealthy, not matter how sophisticated or numerous the channels of redress.