Executive Summary
This report provides a comprehensive analysis of workplace conflict and its impact on employee relations and business performance, specifically addressing the context of Singapore workplaces.
Key Forms of Unconscious Bias in Singapore
- Appearance-Based Bias: Complimenting appearance over professional competence.
- Regional & Gender Stereotypes: Jokes or comments that imply preferential treatment or exclusion.
- Age-Based Work Ethic Bias: Assuming younger employees are less committed.
- Age & Disability Bias: Denying opportunities based on assumptions about capability.
According to AWARE (2022), 55% of Singapore workers experienced discrimination in the last five years—89% among minorities, 78% among persons with disabilities, and 68% among LGBTQ+ individuals.
Proposed Strategy: Thomas-Kilmann Conflict Mode Instrument (TKI)
The TKI model identifies five conflict-handling styles: Competing, Collaborating, Compromising, Avoiding, and Accommodating. It is chosen because it:
- Diagnoses root causes of conflict
- Enables multiple tailored approaches
- Promotes sustainable behavioural change
Four-Pronged Implementation Plan
- Education & Awareness: Company-wide workshops with TKI assessments and video case studies.
- Collaborative Dialogue: Use the Collaborating style to resolve regional/age-related biases through mediated discussions.
- Address Power Dynamics: Managers use Competing to enforce policies and Accommodating to support affected staff.
- Feedback & Reporting: Anonymous reporting channels and regular refresher sessions.
Targeted Communication by Audience
- Senior Leadership: Frame as strategic investment for talent, compliance, and DEI branding.
- Middle Managers: Equip with TKI skills to model inclusive leadership and manage team conflicts.
- HR & Recruiters: Embed bias-mitigation into hiring (e.g., blind CVs, structured interviews).
- All Employees: Foster psychological safety and provide tools for respectful conflict resolution.