Encounters between clients and staff members in human services organizations are "disputes waiting to happen" with potential for disagreement and conflict at every point. Both the client and the staff member have needs and expectations which often produce a conflict of interest and a clash of perspective. This initial disagreement becomes an argument which in turn becomes a full-scale conflict and easily escalates into something which prevents the organization from operating effectively and the client from achieving his sometimes trivial demands. This volume studies in particular the Work Incentive (WIN) programme, examining how staff-client interactions are conducted in terms of conflicts, disputes, hearings, meetings and legal procedures. This is an organization constantly challenged to manage disputes that may range from normal daily disagreements between client and staff to violent incidents. How does it cope? How is conflict managed? How are disagreements resolved? And how are disputes handled without damaging the day-to-day running of the organization?
This book has implications which go far beyond the WIN programme to all organizations, particularly those involved in the human service sector. Conflict management is increasingly a skill which is important both in the welfare system and in business. This book is a reference tool for the legal, social and organizational aspects of dispute resolution, and an ethnographic study of our times.