Tim Flanagan’s rich background and experience in corporate training and development, higher education, individual and organizational assessment, and executive consulting provide him a wealth of insight and knowledge in the Human Resource Development field.Tim specializes in designing and delivering interventions that enable individuals and groups to discover, assess and improve their performance and capabilities.
Tim is Director of Custom Programs at the Leadership Development Institute where he is responsible for business development, program design and classroom delivery.He is a senior instructor in the in the Center for Creative Leadership’s “LeadershipDevelopment Program”, the world’s top ranked program for executive development.
Tim earned his M.A. at OhioStateUniversity in Education, specializing in adult learning, and his B.A. in psychology, history and education at MuskingumCollege.
From Tim Flanagan
In researching current trends regarding conflict for our books, we have found mediate.com to be a valuable source of information. Access to information, issues and experts is easy and the sheer volume of data is impressive.
We are presenting a third excerpt from the new book, Becoming a Conflict Competent Leader, by Craig Runde and Tim Flanagan (Jossey-Bass, 2006). This excerpt focuses on perspective taking, trying to understand how the other person sees and feels about an issue. It includes a fun and highly illustrative example from Tim's life.
Providing Learning Opportunities(12/23/06)
Conflict competent leaders can not be the exclusive coach for every learner. Certainly they look for opportunities to actively teach and coach, but it’s just as critical that they offer opportunities for development. This can be accomplished in several ways.
Becoming a Conflict Competent Leader(11/06/06)
Becoming a Conflict Competent Leader (Jossey-Bass) is a new book from Craig Runde and Tim Flanagan that serves as a call to action to leaders to become champions of conflict competence in their organizations. Runde and Flanagan work at the Leadership Development Institute at Eckerd College, a network associate of the Center for Creative Leadership. Based on their experience of working with leaders from corporate, government, and non-profit organizations, they became convinced that organizations would not get better at dealing with conflict unless leaders took a more active role by improving their personal conflict skills and encouraging others in their organization to do so as well. This excerpt is from the book's preface.