Developing Inter‐professional Training for Conflict Resolution ‐ A Scoping Audit and Training Pilot
| DOI | https://doi.org/10.1108/13619322200900002 |
| Date | 15 May 2009 |
| Published date | 15 May 2009 |
| Pages | 4-11 |
| Author | Andy Young,James Turner |
| Subject Matter | Health & social care |
Mental Health Review Journal Volume 14 Issue 1 March 2009 © Pavilion Journals (Brighton) Ltd
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Andy Young
Senior Lecturer – Mental Health Nursing, Sheffield Hallam University, UK
James Turner
Principal Lecturer – Mental Health Nursing, Sheffield Hallam University, UK
Developing Inter-professional
Training for Conflict Resolution –
A Scoping Audit and Training Pilot
Abstract
Managing violence is an important clinical and managerial responsibility within contemporary mental health practice
and there have been considerable developments across the country to pave the way for a more ’standardised’
approach to conflict resolution. Many trusts employ someone to lead on ’conflict resolution’ but the precise nature
of the lead role and the responsibility attached to it vary greatly between organisations. Similarly, some trusts have
sophisticated systems for delivering and monitoring conflict training and updates, whereas others do not. The
project described here sought to clarify how training for conflict resolution is organised within a sample of mental
health trusts in England. Data was generated by questionnaire and telephone interview with trust leads, and the
audit findings were then analysed and used to inform an inter-professional training pilot in one local trust. It is now
expected that frontline staff will enter into conflict resolution training as defined by the NHS Security Management
Service (2004) and be trained in accordance with a national syllabus of training standards. Audited opinion
suggests that the training co-ordinator role is associated with improved governance in relation to conflict-resolution
training. Arguably, if national benchmarks and standards are to be met in relation to conflict resolution, trusts need
to invest in training infrastructure and at least consider the merits of funding a dedicated co-ordinator role and
inter-professional training.
Key words
Audit, conflict resolution, training co-ordinator, training pilot
PRACTICE
Guidelines on the prevention and management
of violence and aggression were published by the
National Institute for Health and Clinical Excellence
(NICE) in 2005. To implement them fully, trusts
and other providers of healthcare must develop
appropriate operational systems and structures to
train and update their staff so that they have the
necessary clinical skills to manage conflict in the
workplace and deliver quality patient care.
An inter-professional approach to training is
recommended and currently there is an expectation
that all frontline staff will receive training in relation
to conflict resolution (NHS Security Management
Service, 2005). Furthermore, practitioners should
receive training as defined by the NHS Security
Management Service (2004) and be trained in
accordance with a national syllabus of training
standards, focusing upon the causes of violence, the
recognition of warning signs, and the effective use of
de-escalation and other interpersonal skills.
Currently, there is little evidence to indicate
whether healthcare providers have channelled
resources and put robust systems in place to organise
and manage training in relation to conflict resolution.
Project aims
A local mental health trust commissioned the authors
to review its conflict resolution policy, develop a
workbook for practitioners and facilitate several
training events for staff working in acute mental
health services. The trust also wanted to know where
there was a business case to be made for a dedicated
conflict resolution co-ordinator. To inform the various
aspects of the work, a scoping audit was carried out
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