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Dealing with Conflict: Essential Skills | |
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Learning Objectives
After reviewing goals and expectations for the day, participants define conflict and explore their attitudes toward conflict. Two common myths about conflict-that it is bad and that fighting is the best way to deal with a conflict-are explored through a game and interactive discussion.
Participants then learn skills that will enable them to hold productive conversations. Active listening and interest-based negotiation are introduced as key conflict resolution skills, and practiced in the ongoing role-plays.
A five-step approach for dealing with interpersonal conflict is presented and then each step is examined in depth: Step 1: Dealing with Anger Step 2: Preparing to deal with conflict Step 3: Requesting time for a difficult conversation Step 4: Conducting difficult conversations for resolution Step 5: Making deals that stick
Step 1: Dealing with Anger Step 2: Preparing to deal with conflict Step 3: Requesting time for a difficult conversation Step 4: Conducting difficult conversations for resolution Step 5: Making deals that stick The day ends with an action planning exercies and evaluation.
First, in regard to the role plays that are used. The best results are achieved when the participants can identify with familiar departments, problems, etc. without being so specific that they know who you are talking about. The challenge is to be typical, yet non-specific.
Second, in regard to scheduling. The workshop can be broken into parts and presented over time, in a way that does not inconvenience you. Options include 4 two hour sessions, 2 three and a half hour sessions or over 7 hours on any day (with an hour for lunch.)
Third, in regard to name. Other seminar titles include "Taking care of Conflict", "Workplace Conflict Management," "Dealing with Interpersonal Workplace Conflict," etc.
We also encourage organizations to start monitoring the cost of conflict by recording absenteeism rates, turnover rates, replacement costs, time spent dealing with conflict, legal expenses amongst others. This is a way to collect information and determine whether their is a return on the investment in training.
Email us to start a conversation about your conflict management training needs.
Narrative Overview of Training
Benefits of Training
Customization
Evaluation
Cost
Learning Objectives
Following the training, the learner will be able to:
The materials are inspired by the Face-to-Face training materials developed for the AmeriCorps and the Corporation for National Service.
Using the Dealing with Conflict Instrument, participants identify their conflict style profiles. The pros and cons of the five styles (accommodation, avoidance, competition, compromise and collaboration) are discussed using two criteria (the importance of outcome and relationship) to make strategic conflict management choices.
The role of emotions is explored with reference to three components of any conflict (psychological, procedural and substantive). Participants form groups to discuss their hot buttons, and develop healthy ways of dealing with their own anger. Criteria for dealing with strong emotions are used in a large group discussion of the various strategies identified by the learners.
A systematic approach to conflict resolution will increase the probability for success. Where and when the difficult conversation is held is as important as giving attention to the substance of the dispute. Participants explore ways of preparing for resolution in small groups before sharing ideas with everyone.
A short presentation identifies tips that ensure that the person with whom you share a problem will be prepared to sit down and talk with you at some point in the future. This vital step-often overlooked in other training's-is then practiced in small groups of three. Everyone has a chance to make an invitation, and to receive feedback from an observer. Three role plays are used. They are either developed by the participants during the seminar, or in advance. Making sure that the role plays present typical conflict situations is key.
Behaviorally specific suggestions are made about the conduct of this challenging conversation. In groups of three, everyone gets a chance to practice an opening statement and working towards resolution.
Satisfying the three elements of any conflict produce lasting agreements. A large group discussion examines the elements of a durable agreement. The day ends with an action planning exercises and evaluation.
Organizational conflict is an inevitable fact. This training will not eliminate Conflict. That is impossible. But it will:
Together we customize this training to meet the specific needs of your organization. The seminar is customizable in a number of specific respects:
We provide a standardized (level-one) evaluation sheet at the end of the day. In addition we can provide clients with a training evaluation tool that provides statistical data about the impact of the training on your organization. The tool is administered anonymously 4-6 months after the training and asks 4 simple questions in respect of each learning objective. Easy to use it generates powerful information:
For a single trainer we charge $1000 per day, and for two trainers $1500. These figures are negotiable and do not include travel costs or the cost of the Dealing with Conflict Instruments ($7 each).