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Association for Business Psychology Conference 2017

News article – Association for Business Psychology Conference 2017  

The Association for Business Psychology was formed in 2000 with the sole purpose of championing business psychology. The association is very much the voice of business psychology in the UK and promotes the development of its members. Each year the association hosts a flagship conference recognising the practical application of business psychology in the workplace and offering a meeting of minds. The conference took place on the 12th and 13th October in London and focussed on the theme of ‘the dark side of leadership’. It comprised of a series of fascinating talks and workshops highlighting the latest thinking in business psychology.  

The conference also recognises the work of its members with the presentation of awards for outstanding work. The Association for Business Psychology’s Workforce Experience Awards programme offers a unique and distinctive platform for the celebration of excellence in applying psychology to improve working lives. Whilst many awards programmes exist in the field of Human Resources generally and in various psychological disciplines, the ABP Workforce Experience Awards focus directly on demonstrating the commercial and practical value of Business Psychology to organisations and their workforces.  Each year, there are hundreds of entries with only a handful making it through the rigorous examination to the shortlist. We are delighted to confirm that Clive Lewis’ work on Mediation and Organisation Diagnosis was shortlisted in the category of ‘excellence in wellbeing, health and inclusiveness’. 

Mr Lewis’ research on Mediation and Organisation Diagnosis in the NHS focussed on the impact that conflict is having on the health service. His work considered all aspects of conflict and his research revealed some shocking statistics that demonstrate just how serious an issue conflict in the NHS is. His findings revealed that 34,000 people are killed each year in the NHS due to human error and that people involved in conflict are more likely to make mistakes. The impact of this statistic is immense and adds a real urgency to the need for this to be addressed. Mr Lewis’ research identifies the ‘essential eight’ themes which can be employed to manage and prevent conflict within the NHS. These include ensuring all employees are confident and able to hold a difficult conversation and making sure that clinicians are aware of the power of an apology when mistakes are made. Mr Lewis’ work highlights the impact that conflict is having on the NHS and how it is affecting patient wellbeing. He utilised business psychology to great effect when exploring this topic.   

Clive said that ‘it was a real honour to be shortlisted and I am very proud to have my work recognised. As a relative newcomer to the field of business psychology, to receive this level of recognition is incredible.’ 

The Globis team joined the awards dinner to celebrate this achievement.  

ABP conf




Resolving Conflict in the NHS Conference

Resolving Conflict in the NHS Conference

On the 11th October 2017, Globis Mediation Group, in partnership with Derby Teaching Hospitals and NHS Providers, presented the first Resolving Conflict in the NHS Conference. This ground-breaking day was organised in response to the growing levels of conflict within the NHS. Held at the prestigious One Birdcage Walk, the day aimed to explore what a difference mediation could make to the NHS.

We have supported the NHS for many years with conflict management and have supported many Trusts with implementing mediation schemes. The NHS is increasingly harnessing the power of mediation with great success. There has definitely been an increase in the number of mediations taking place to resolve both internal cases between employees and external cases concerning patients and their families.

Chris Hopson

The room was filled with representatives from NHS Trusts and organisations from across the UK. Typical delegates were director level with a strong representation from HR and OD divisions.

Chaired by Chris Hopson of NHS Providers, key speakers covered a range of areas that really resonated with the audience. Delegates who attended shared their aims for the day as seeing how mediation can work in the NHS, getting a flavour of the types of interventions being used across other Trusts and to gain tips to implement in their own organisations.

The speakers and topics covered all areas of conflict resolution within the NHS and offered insight into how Trusts are implementing mediation with great success to recent statistics in the uptake of mediation provided by NHS Resolution.

After a welcome by Chris Hopson to set the scene, Dr Neil Pease (Executive Director Workforce and OD, Derby Teaching Hospitals) started the session with his presentation on ‘The Derby Experience’. Neil talked candidly about the challenges that Derby had faced with managing conflict. Exploring the extent and impact of conflict within the Trust, Neil explained how mediation offered an obvious solution and posed the question, can the NHS ever really ‘win’ the legal argument? Neil shared with the audience how Derby were developing conflict competence through a number of channels including making conflict a strategic issue, recasting policies with a focus on resolution and engaging a wider audience than HR. He also shared the experience of working with Globis Mediation Group to train accredited mediators and enhance their in-house mediation service. The service is proving to be very effective and continues to receive increasing numbers of referrals.

Neil presenting

The next speaker was our own Clive Lewis OBE DL who presented his research on Mediation and Organisation Diagnosis in the NHS. Clive has been touring the country presenting the research to HR directors across the UK. The piece has also been nominated for an award with the Association of Business Psychology. Clive presented a hard-hitting presentation on the impact that conflict is having on the NHS. He explored the concept of medical mistakes and conflict being linked, and related this to how 1 in 10 acute patients are injured or killed by medical mistakes. Clive’s research really brought home the message of how serious conflict in the NHS is. He then discussed the essential eight, which are areas that he has identified as needing addressing in order to reduce conflict. These include equipping all employees with training on holding difficult conversations and ensuring that clinical leads are supported with the people management training skills that they require. Clive’s presentation prompted an energetic discussion in the room. The shocking statistics reinforced the importance of the issue of dealing with conflict in the health sector.

Clive presenting


The day then included presentations on the following:

  • Chronic Embitterment – Professor Tom Sensky, West London Mental Health NHS Trust & Imperial College
  • The Importance of Conflict Resolution in Leadership – Stephen Hart, Manging Director, NHS Leadership Academy
  • Bullying, Freedom to Speak up and Protecting Whistle Blowers – Dr Makani Purva, Deputy Chief Medical Officer, Hull and East Yorkshire Hospitals
  • The Role of Personality in Understanding Conflict in the NHS – Anne Marie Dancy, Partner, Lumina Learning


All of which prompted discussion about what was happening within individual Trusts. There was consensus in the room that all Trusts were facing similar problems and that mediation seemed to be an obvious tool with which to manage them.


The last presentation of the day was on Resolving Patient Disputes and was given by Julienne Vernon, Head of Claims Quality, NHS Resolution. Presenting some context, Julienne explained how 10,686 clinical negligence claims were made during 2016/17. Julienne explained how the introduction of an in-house mediation scheme had seen strong steps into mediation being utilised and court proceedings being avoided.


All of the topics provoked energising discussions, shared experiences and a unified hope for the future.





The overwhelming theme that emerged from the day was that the experiences and frustrations of rising levels of conflict were shared across the country. By having frank and honest conversations about experiences, all attendees were able to feel reassured that it wasn’t just their Trust that was facing these challenges. The shared experiences also led to a sharing of ways forward. The overarching outcome of the day was a renewed passion to tackling the issues and finding a way to reduce conflict. Armed with guidance and tips from industry experts, the attendees were going back to their respective Trusts to share ideas and push the issue of conflict up the agenda.

Key messages from the day were:

Band 7 managers – these managers may have been promoted to management roles but not equipped with the relevant conflict management and difficult conversations training

Mediation works – various shared experiences highlighted the impact that mediation can have, its relatively low cost and the speed at which it can resolve aging conflicts. Although the word mediation can have hazardous connotations, sometimes, parties don’t realise the seriousness of the situation until the process is suggested.

Feedback given by delegates after the session included:

‘Many of the speakers were inspirational’

‘Excellent conference – inspiring, lots of food for thought’

‘Excellent conference – very good speakers’

Due the complexity of the NHS, introducing a comprehensive conflict management system isn’t going to be a quick process. However, a solid start has been made with results already being delivered. The day was a fascinating insight into the workings of the NHS and how mediation can play a key part in its future. The conference will be back in 2018 to see what progress has been made and we look forward to seeing the impact that mediation has made.

Difficult Conversations Training – new video

Download the new Difficult Conversations leaflet here

In the twenty first century, difficult conversations are everywhere. Whether we are at home, at work or in a social situation, unwanted subjects can be suddenly raised which demand you to do either one of two things: to tackle the conversation or to dodge it.

The Difficult Conversations training course and handbook have been launched in response to a growing demand from managers requesting help to prepare for situations they are facing.

The ten practical steps will help you understand that difficult conversations do not need to be as daunting as they appear, and will highlight the benefits that managing difficult conversations can bring to you as an individual, and to your organisation. The ten steps will teach you how to build confidence and skills in having and managing difficult conversations, still achieve business objectives and keep important relationships intact.

The Difficult Conversations training series has been developed by Clive Lewis OBE Founder of Globis Mediation Group, a UK leader in building better relationships in the workplace.

Employment Tribunal Fees – Presidential Case Management Order

You will recall the Supreme Court’s decision in relation to Employment Tribunal fees two weeks ago. The Presidents of the Employment Tribunals in England and Scotland have today issued a Case Management Order.

The Case Management order indicates that all claims or applications brought in reliance upon the decision of the Supreme Court will need to await the decisions of Ministry of Justice and Her Majesty’s Courts and Tribunal Service in relation to the implications of that decision.

Reference is made to Rules 11 and 40 of the Employment Tribunals Constitution and Rules of Procedure. These sections deal with the process for rejecting or dismissing claims that do not have the proper fee paid.

It seems as if the Order will have the objective of staying applications until the Courts and Tribunal service can work out the mechanics of handling the likely level of claims.

You can see the Case Management Order here.

Best wishes,

Clive Lewis OBE DL Business Psychologist and CEO Globis Mediation Group

Resolving Conflict in the NHS National Conference – Secure your place today

Bookings are now being taken for this National Conference for Chairs, Chief Executives, Nursing Directors, Medical Directors and HR Directors

Numbers are limited so click below to:


Date: 11 October 2017

Time: 10am – 4pm

Location: Central London

Address: One Birdcage Walk, Westminster

Chair: Chris Hopson, CEO NHS Providers

For: Chairs, Chief Executives, Medical Directors, HR Directors

Cost: £295

Conflict in the NHS is on the increase. Chief Executives are devoting more and more time to dealing with conflict scenarios. Leaders and the workforce are facing immense amounts of pressure. This has an impact on costs, management time, employee satisfaction, productivity, sickness and absence levels and patient care. There is a growing body of evidence highlighting the link between conflict and the patient experience.

This conference is a ‘must attend’ event for Trust Chairs, Chief Executives, Medical Directors, Nursing Directors and HR Directors. The vital themes of workforce, quality and money will be discussed throughout the day. Attendees will hear from senior executives in the NHS and industry leaders in the field of conflict resolution. This will include a presentation on groundbreaking research about Mediation and Organisation Diagnosis in the NHS. The conference will explore areas such as:

  • Should the management of conflict be a governance issue?
  • The average time it takes for a conflict situation to be resolved in the NHS
  • The cost of conflict in the NHS
  • The impact of conflict on the workforce
  • The impact of conflict on quality
  • The impact of conflict on patient care
  • The background to the recent shift from NHS Litigation to NHS Resolution
  • Best practice examples of managing conflict in the NHS
  • The challenge of chronic embitterment
  • How to nip conflict situations in the bud sooner rather than later

Delegates will be offered the recently developed Conflict in the NHS toolkit to assist key leaders.


Secure your place online now

Download the event flyer and offline booking form

For more information call 0330 100 0809,


or visit


nhs providers

Employment Tribunal Fees Judgment July 2017

By Clive Lewis Business Psychologist and CEO Globis Mediation Group – 27th July 2017

About four years ago, I was invited by the Department for Business to think through the potential ramifications of reforming the Employment Tribunal Court service. This included the provision to speak to Acas prior to lodging a claim, and the introduction of tribunal fees. Yesterday, in one of the most significant employment law decisions for fifty years, we learned that the Supreme Court has ruled that Employment Tribunal fees are unlawful because they have the effect of preventing access to justice. This is a momentous decision, and one that will have a considerable impact upon employees, employers, the tribunal system and indeed the process of conflict resolution. The immediate consequence of this landmark decision is that, as of yesterday, fees cease to be payable for claims in the Employment Tribunal (ET) and appeals to the Employment Appeals Tribunal (EAT), and fees paid in the past will be reimbursed.

The ET fees were introduced in July 2013 (“Fees Order”), meaning that Claimants who wanted to bring a claim against their employer had to pay a fee. The rationale and justification was the fees would transfer the cost of the tribunals from taxpayer to tribunal user, deter unmeritorious claims and perhaps encourage earlier settlement.

Yesterday, however, the highest court in the UK decided in favour of the trade union, Unison, which argued that fees of up to £1200 were preventing workers from getting access to justice in a tribunal system which is primarily designed for processing small claims. This unanimous decision, by a panel of seven judges, came after the union lost in both the High Court and the Court of Appeal. The Supreme Court’s decision was reached on the basis that fees had resulted in a substantial fall in the number of claims being brought to court (a 70% drop), and further that such fees were also contrary to the Equality Act 2010 and thus indirectly discriminatory as they disproportionately affected women. Indeed, cases brought to tribunal plummeted in the first year after the introduction of fees, including a 90% fall in sex discrimination cases.

As a reminder, the number of claims going to tribunal had reached 258,000 prior to the changes. In 2010, the Coalition government identified some £9m of annual savings that could be derived from the ET system to the tax payer (along with a range of other austerity measures).

On whether the fees encouraged settlement, the Court concluded that “it appears that the proportion of cases settled through Acas has slightly decreased since fees were introduced. That is consistent with the view that some employers were delaying negotiations to see whether the claimant would be prepared to pay the fee”.

Yesterday’s decision is likely to result in a deluge of claims. The courts have, for a long time, strongly encouraged parties to attempt to mediate with a view to settlement in order to keep their claim out of court altogether where possible. The introduction of Judicial mediation is an example of this. Our research at Globis Mediation Group indicates that the longer a dispute is left to fester, the more difficult it becomes to resolve. Yesterday’s ruling can thus be seen as a boon for organisations with conflicted parties to encourage dialogue and resolution instead of heading for court. Now, more than ever, is the time to ensure that line managers are equipped with the skills to nip any potential conflicts in the bud.

For those with an interest in the detail, a copy of the 45-page judgment is available here.

Clive Lewis is a business psychologist specialising in employee and industrial relations.

Press Release: ‘Mediation and Organisation Diagnosis in the NHS’ research shortlisted for the Association of Business Psychologists’ Awards

The ground-breaking research ‘Mediation and Organisation Diagnosis in the NHS’ has been shortlisted in the 2017 Association of Business Psychologists’ Workforce Experience Awards. The research, carried out by Business Psychologist and Globis Mediation Group CEO Clive Lewis OBE DL, explored whether the principles of medical diagnosis are also applicable to identifying organisational problems in the NHS.

The research uncovered some important findings about conflict in the NHS such as:

  • The cost of conflict in the NHS is over £0.5bn.
  • On average, it took 19 months and 2 weeks before a dispute in the NHS went to mediation.
  • Sickness and absence levels were 2.6% higher in groups where there was conflict.
  • An apology was all that was required to stop tension in many cases.

Mediation is a very useful tool for organisation diagnosis in the NHS. Mr Lewis has already presented his findings to many Trust CEOs and NHS membership organisations, highlighting the importance of investment in conflict resolution.

The ABP’s Workforce Experience Awards are a unique platform for celebrating excellence in the application of Psychology in Business. ‘Mediation and Organisation Diagnosis in the NHS’ is shortlisted in the Excellence in Wellbeing, Health & Inclusiveness category.

In addition to the Awards, the ABP Conference also gives over 100 HR, OD, Learning, Resourcing and business psychology practitioners a platform to share their expertise, and Mr Lewis will be presenting his research on ‘Mediation and Organisation Diagnosis in the NHS’ to delegates.

The ABP Conference and Awards Presentation will be held in London during October 2017.

More information and contact details:

  • Clive Lewis is a Business Psychologist and spent two terms (6 years) as a Non-Executive Director at one of the UK’s largest hospitals.
  • To speak with Mr Lewis about the research please call 0330 100 0809 or email
  • Follow these links to access the 10,000 word paper and presentation.
  • To find about more about the ABP Conference and Awards, visit

Clive Lewis: Qualified Practitioner of Lumina Spark: Next Generation Psychometric Profiling

Lumina Spark is the next generation of professional development tools supporting individuals, teams and organisations to work more effectively and improve the bottom line. It is unique amongst psychometric tools because it avoids any stereotyping. It provides a highly interactive colourful framework for better self-understanding and helps people identify how to improve their working relationships with others. By applying the Lumina Spark model, learners unlock multiple business benefits.


Big 5 and ‘Best of Jung’ – The model is based on the latest Big Five research paradigm, and can also be viewed through the popular Jungian lens.

Trait not Type – Lumina doesn’t label people or put them in a box, we call this trait, not type.

Embraces Paradox – Lumina doesn’t force choice of preferences, we call this “embracing paradox”. We independently measure the level to which each individual has opposite, competing and contradictory aspects of their personality e.g. their level of introversion and extraversion.

Measures 3 Personas – We measure three unique yet integrated views of you – the Underlying you, the Everyday you and the Overextended you.

Simplicity and Depth – We use colourful and practical language to create a set of ideas that people remember and can apply for years to come. The model can be used at a big picture 4 colour level, an 8 aspect level or a detailed full 24 quality level – dependent on your application.

To discuss how Clive can support your organisation with this groundbreaking tool, call Helen Robinson on 0330 100 0809.

How to Manage Performance – One Day Course

For further information, please click here.

Tackling Difficult Conversations

For further information, please click here. 

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