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.
The mediation training was one of the best courses I have attended throughout my career. A superb trainer with extraordinary levels of experience, capacity and energy and a great deal of theoretical and practical experience knowledge, Michael knows the subject matter inside and out!
The Advanced Mediation programme was an excellent course focused on some of the more challenging aspects of being a mediator.
Very relevant to my role at work. Informative, practical guidance.
None of us have been on such a difficult/challenging course before, yet paradoxically, also being the one we have enjoyed the most. You provided the most wonderfully safe environment in which to challenge us and for us to feel uncompromised with our vulnerabilities/insecurities. The skills you worked so hard to impart will be absolutely pivotal for all of us. Your emotional commitment combined with the stamina required for three days – twice – is profoundly impressive.
The advanced mediation training a very rewarding course that provided further learning and personal development in the field of mediation. Thank you to the trainer.
I’m confident that we will make more use of mediation after this course. This was great training, as ever, from you.
The trainer for my Advanced Mediation course was excellent, flexible and got completely to the point – with thorough discussions: an excellent trainer.
I was offered a place on this mediation training course at the last minute and I am glad that I accepted – it might have a big impact on my working life. Thanks!
I’d highly recommend the mediation supervision course to anyone who supervises mediators, even people who’ve been doing it for some time. It was well delivered, with plenty of time for discussion, suggestions and reflection.
My test of a good training provider lies not with it’s “off the shelf” courses, but in how it applies its skills to the context of the customer. The tailored mediation training provided by CMP not only met my benchmark test, but exceeded it by some margin.
From commissioning to organising the training, then the delivery and follow up CMP have been exceptional as they are interested not only in the quality of what they deliver but in the quality of what we as a customer can then do.
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.