Workplace Restoration = Workplace Transformation
Workplace Fairness International is considered a leader in workplace restoration theory and practice. We have been doing this work for well over 20 years and have developed a unique approach.
The term “workplace restoration” has been used to describe a range of processes and approaches. In this article, we distinguish our definition of workplace restoration from other types of restorative processes that are often referred to as workplace restoration.
Why is workplace restoration really workplace transformation?
We have chosen to reserve the term “workplace restoration” to address a culture of negative conflict.
Workplace restoration is not mediation
To us, that means workplace restoration is not an appropriate process for addressing isolated interpersonal conflicts between individuals in the workplace. While we can agree that resolution of interpersonal conflicts is a “restorative process,” it is not a “workplace restoration.” Isolated conflicts between individuals are most likely to be resolved through interpersonal mediation and do not require a thorough workplace restoration process.
Workplace restoration is not restorative justice
Restorative justice requires an admission or finding of wrongdoing and a genuine desire on the part of the wrongdoer to change and make amends. This is not what workplace restoration is all about. It does not necessarily require findings or admissions of fault (although this sometimes becomes a feature of the workplace restoration process).
Workplace restoration is an exercise in culture change
We understand workplace culture to consist of behaviours, structures and ideas that predominate in a workplace. Workplace restoration is called upon as an intervention when culture change is needed.
Typically, the problematic culture is characterized by hostility, disengagement, poor communication, gossip, and passive-aggressive behaviours—in other words, conflict. We understand that these conflicts are supported by workplace structures and ideas. Often, the conflict has escalated to the point that factions within the workplace are actively working against each other. Additionally, this conflict is frequently fueled by managers and leaders who either participate in it or avoid it, hoping it will resolve on its own. Often, this culture has been a long time in the making, spanning over several years at times.
The goal of workplace restoration is to empower workplace participants to help create a new culture in which they can work more productively with one another and live without fear or trepidation.
The goal is accomplished through a five-phase culture change process. Each phase (organize, assess, report, engage, and monitor) is designed to empower and recognize workplace participants, enabling them to contribute to this cultural change. This process requires leadership to embrace change, even if it means changing their own behaviours or ideas.
The result is workplace transformation
By following the five phases, a workplace can transform from one marked by high conflict, poor communication, and low fairness to one with well-managed conflict, proactive communication, and a sense of fairness. This takes work and time. Just like the negative culture had years to reinforce itself, a more positive working culture will take time to implement.
The most crucial feature of workplace restoration is empowerment and recognition. By providing opportunities for each workplace participant to contribute to this change, the process will ensure the change endures. With empowerment and recognition comes responsibility. Ultimately, everyone has a role to play in the workplace culture. However, this role will vary depending on one’s position in the workplace. Ultimately, buy-in and active support from an organization’s leadership set the tone and are essential to the success of the change.