Blaine Donais

Blaine Donais

Blaine Donais B.A., LL.B., LL.M. (ADR), RPDR, C. Med., author of Workplaces That Work, published by Canada Law Book, has spent many years working with public and private sector professionals. He is President and Founder of the Workplace Fairness Institute, Conflict Management Solutions. He has represented professionals as a labour lawyer since 1995. He is an expert in both the practice and theory of assisted labour/management negotiation, mediation-arbitration and facilitation. He teaches Human Resources professionals, Labour leaders and others in Human Rights, Labour and Employment law, Human Resources, Collective Bargaining and Conflict Resolution.

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Articles and Video:

A Team Approach to Fairness in Conflict Management Systems Design (04/02/07)
In the book Workplace That Work, we have explored options for conflict management systems and introduced the Testing Instrument for Fairness Systems (TIFFS), thus exploring the first part of the Donais Fairness Theory: that fairness can be measured in workplace conflict management systems. But how do we prove the second part of the Fairness Theory - that workplaces can achieve fairness excellence? How do we start the workplace renewal process?

How Fair Is Your Conflict Management System? (03/05/07)
Many practitioners and commentators have provided advice on developing effective conflict management systems in the workplace. But are these conflict management systems fair to all workplace participants? And is it even possible to measure fairness in conflict management systems? This article proposes that workplace fairness is both measurable and achievable in conflict management systems. As discussed in the book Workplaces That Work, this is the essence of the Donais Fairness Theory.

Redefining Conflict Management Systems Options (02/05/07)
This article explores system options for managing conflict in the non-union workplace. This is intended to build upon the work done by others in this area by seeking to categorize the conflict management options as interest-based, rights-based, power-based or communication-based.

Who are Your Workplace Actors? (01/03/07)
The effective management of workplace conflict requires a thorough understanding of the roles that individuals play in generating and resolving this conflict.

Every Workplace Has a Culture (12/18/06)
Have you ever heard the phrase “that’s not the way we do things around here”? Workplace consultants should take this statement seriously. Anyone purporting to help a workplace manage conflict should take a careful look at the context in which that conflict exists. Every workplace has a culture. This culture is unique to that workplace. Without understanding this culture it will be difficult to help the workplace make enduring changes to the way it manages conflict.

What Are the Sources of Workplace Conflict? (11/11/06)
Conflict can exist without disputes, but disputes do not exist without conflict. Conflict, however, might not be so easily noticed. Much conflict exists in every workplace without turning into disputes. The first step in uncovering workplace conflict is to consider the typical sources of conflict. There are a variety of sources of workplace conflict including interpersonal, organizational, change related, and external factors.

Why Professional Unions Make Good Conflict Management Partners (06/26/06)
“Professionals and unions just don’t mix. Unions stifle professionalism and are bad for business. They discourage creativity and take an antagonistic approach to conflict management in the workplace. Professionals should have nothing to do with unions.” These are common refrains from those who oppose the unionization of professionals. But what analysis are these refrains based on?