Abstract   CCI Co-Counselling does not have set procedures for handling complaints and conflicts. I want to demonstrate here that by taking open minded and self responsible approaches to solving difficulties that there is much potential for finding successful solutions to problems. In this article I look at this from three perspectives: (1) I have a problem: either with somebody else or they with me. (2) Somebody tells me about a problem they have. (3) I hear about problems other people have.

Introduction

It is often suggested that because we do not have formal structures and procedures within CCI for handling complaints and conflicts we should be somehow unable to handle them effectively. This is quite an oppressive message because it suggests that people do not have options for action that in fact they do have.

By not having set procedures, CCI is potentially better placed to handle problems. Organisations that have set procedures may be able to demonstrate that they can and do "do something" but there is little evidence that what they do is particularly useful. Formal complaints procedures, in particular, tend to leave both sides feeling dissatisfied and bruised. There is little evidence to suggest that the public or clients are protected by these procedures in those organisations that claim this to be their purpose. (Refs. 1)

Many problems arise from the hierarchical and adversarial nature of these procedures. They encourage people to play out their patterns around authority, they become family arguments writ large.

Another major problem area for these procedures, which is also a problem for many more enlightened approaches to conflict resolution, is rigidity. Procedures are often developed from the experience of solving a particular problem. There has often been a move in CCI to develop a procedure out of a problem that we have just solved. The difficulty is that the next problem is always different. Other procedures may be based on wider experience, but then tend to focus on how problems are similar rather than how they are different. Often their authors' experiences and patterns will influence them.

I want to demonstrate here that by taking open minded and self responsible approaches to solving difficulties that there is much potential for finding successful solutions to problems. In doing this, I will explore some of the many ways there are of approaching difficulties with other people.

Underlying principles

Two principles underlie the ideas that I outline here.

1. Personal empowerment.
In particular keeping ownership of problems with the person or people who are experiencing them.

This contrasts with common practice in complaint procedures where others take the whole process out of the hands of the person with the original complaint. The complainant is given no say in how the matter is handled or what sort of outcomes they would prefer. This is a form of rescuing, with people exercising control over others.

Ownership means that the person with the problem is supported to act as far as possible in their own right. Where this person seeks the help of others they retain their say in how matters are handled and what sorts of outcomes they want.

2. Creative problem solving.
This involves the three phases of problem analysis, solution generation and action planning. Problem analysis enables this approach to come up with ways forward that are more likely to suit the features of a particular problem. Solution generation aims to find several ways of approaching a problem. This supports an empowering approach by helping someone to have more options for action from which to choose.

This article approaches the issue from three perspectives.

1. I have a problem with what someone is doing or how they are, or someone has a problem with what I am doing. In other words, I am one of the parties directly involved.
   
2. You have a problem (i.e. you tell me about a problem that you are having with someone else).
   
3. They have a problem (i.e. I am told about a problem that is between other people)