"Your perception of how you behave is interesting but it tells you only how you intend to act"
Your heart is pounding, your mouth is dry, the feeling of dread is almost overwhelming and yes you have a conflict to deal with. Maybe you are actually looking forward to it. You have an opportunity to "let go" and really give somebody "piece of your mind". Great.
The common denominator here is somebody is likely to get hurt. Maybe not physically, but emotionally. There are no plasters for emotions, no prizes for humiliation and not much to be gained by avoiding the conflict altogether. So what do you do?
A wise thing may be to talk to us about how we can help you to deal with your fear, create structure in your turmoil and apply a repeatable process to this very challenging part of doing your job. You are not alone, many have passed this way before you and this workshop draws from those years of experience and blends the enlightened thinking with latest research to produce an experience that is nothing short of life changing. We know. We've been there.
Typically combined with: 1-day Influencing without Authority.
Gives details of all the standard sessions, however we are always happy to customise this workshop to meet your specific needs.
Typically 1 day
The Practitioner's Guide to Resolving Conflict
This guidebook is filled with excellent tips and techniques for ongoing reference and reinforcement.
The workshop launches in a robust and challenging manner with a group activity designed to encourage involvement and participation from the outset. Expectations for the day are set and agreed.
Conflict in context
Put a person in a library and they will usually adopt a predictable style of behaviour. Put the same person in a rowdy pub and hey presto the transformation can be astounding. Understanding the effect of context is an essential starting point in identifying how conflicts are born and indeed how they are sustained.
The story of conflict
Conflicts are magnified or diminished by stories. Five conflict stories are introduced here - Intentional Harm, Primitive Man, Trapped In Truth, The Innocent Bystander and The Evil Other. We examine how these stories both trigger conflict and impede its resolution, and receive practical tips for creating a different, internal constructive story.
What causes conflict
Conflict is very often seen before it is heard and identifying and surfacing the behavioural signs early can help reduce the level of conflict. We select a real conflict for study and explore its root causes, exploring how the conflict started, and what is sustaining it.
Different conflict management styles
Now we look at style. Each of us has our own style of conflict management and knowing what that is and how it compares to the five different styles of conflict management, gives delegates the insight they need to be able to adapt their style to suit differing situations. Self awareness in a conflict situation can provide a subtle but distinct advantage.
Resolving conflicts through collaboration
Losing the will to collaborate can cause dramatic escalation in any conflict. Here we look at keeping the principles of collaboration at the heart of any difference of opinion and how this can facilitate early resolution.
Getting to grips with real conflicts
Anybody can theorise and pontificate. We operate in reality. Examples of real conflicts are invited here and we encourage the team to challenge the learning with real life issues. Where time permits a case study exercise offers an additional opportunity for practice and feedback.
My role in conflict
Participants identify and disclose the actions they take (or have taken in the past) which create, fuel and sustain workplace conflict, and the issues they need to address to overcome these behaviour patterns.
This underpins the key message that each individual needs to accept accountability for the conflicts they are engaged in.
From workshop to workplace
Participants create a "Re-entry Plan" to ensure that the skills and insights they have acquired are applied and appropriately introduced into the workplace.
Realistic expectation are set about pace and progress; and receive some useful tips on how to maintain momentum.