Achieving behavioural change
When change is occuring in a workplace is the time when flexibility, creativity and openness is needed.
But change all too often sees an increase in conflict and people responding as through the change is an attack on their way of life – and resistance increases in turn, as a natural defence mechanism.
Change in an organisation is exerting pressure on the ‘environment’ circle in the model below, pushing someone into changing their behaviours – which under the surface is exerting pressure on their values and beliefs. Poorly managed change will see behaviours that are the result of those values and beliefs, and underlying needs, being threatened; not because the person wants to be difficult, but because the only thing we fear more than going through change, is our selves being changed.
It’s hard work to try and change people’s behaviours by exerting pressure from the outside (the environment layer). Much more effective, is to change behaviours from the inside out – by working on needs, values and beliefs, so that the new behaviours become natural and congruent with the person’s sense of self.
We can work with leaders so that they have real insight into their own strengths and development areas, in terms of leading change; and with the managers who are the lynchpin of any change programme. And of course, we can work with your people so that no matter whether you are going through an explicit change such as a merger, or are simply living ‘on the edge of chaos’, we can help.
And a good place to start is by looking at your values.
I had half thought ‘how can it need six days to learn to mediate’, and then after the course I thought, ‘I need another six days!’ It was a lot more of a roller coaster than you might think, with more self-learning, building awareness of how you react to others in different situations. It was very useful to us and a powerful experience. The delegates are all very intellectually capable, and the training includes theory, practice and reflection – a nice mixture that covers the way different people prefer to learn.
Just a note to say how useful this was: particularly the case study which has really given us some ideas to follow up.
CMP are a professional, highly skilled and reliable organisation. Very willing to share their expertise which is making a difference to managing conflict and improving relationships within NHS Grampian.
I thoroughly enjoyed the mediation training because it made sense and was delivered by someone who clearly knew what they were talking about. It was comprehensive and focussed on practice (in a practical sense). The trainer was very credible with an exemplary temperament!
Excellent quality course which appropriately addressed the needs and requirements of the learners. All the staff trained stated that it was one of the best courses they had ever attended, and they hope that they can undertake further training with this organisation in the future.
Our SMT found the training extremely helpful. The mediation training programme was customised to meet our specific needs and we were pleased with the balance of theory, case studies and role play, which enabled us to test our new mediation skills in a safe environment.
I enjoyed the intensity of the small group, and the ability of the trainer to adapt to our questions and interests. The course was participatory. I enjoyed the role play scenarios and giving and receiving feedback
I was delighted with the group mediation training. It got straight to the point and didn’t go over old ground. It left me room to personalise the information to my needs and situation and provided a structure and method for group mediation which most importantly could flex to the needs of the situation and participants.
The mediation training was well delivered, keeping me engaged 100% of the time. It was extremely interesting, and very useful and made me very aware of how mediation should be performed.
Why do people, managers and organisations find it so hard to address conflict early? If people at work were better at handling disagreement and conflict, CMP Resolutions would be out of a job – but business has never been better!
In this paper we look at the role that values can play in supporting a more constructive approach to difficult situations at work.