Train managers and directly decrease your cost of conflict

Our CMP model shows the business case for investing in ‘Preventing’ conflict rather than ‘Closing’ conflict.  Put your investment where it really adds value – at the ‘Prevent’ layer, and you will prevent the need for mediation, and costly investigations.

Conflict can be good for business!

Roffey Park (Report, 2013) found over 50% of managers believe conflict leads to animosity, reduces productivity, diminishes trust and creates ineffective working groups.  And over a third agree conflict fosters new ideas and solutions, and stimulates creativity and imagination.

But are managers doing the best they can?

Managers spend 30% of their time managing conflict, which is a large proportion of your salary bill and if they are not using this time effectively, that’s a great deal of lost value.

The CIPD Conflict Management Report 2007 found “only 3% of employers rate their managers as ‘excellent’ in managing conflict” and “only 37% provide training for their line managers in conflict resolution skills, in spite of their central role in resolving conflicts at an early stage and preventing disputes from escalating.”  But remember that the behaviour of your line managers has the most effect on your success in tackling bullying and harassment at work.

Support them with focused and expert training

Our ILM  Endorsed 1 and 2 day programmes are delivered in 2-hour modules to minimise disturbance from work and the level and challenge of our training is determined by the context and experience and grade of the attendees.

The practitioner clearly had both a great depth of knowledge and augmented this with a wealth of experience. This resulted in a very rich syllabus and maximised my learning. I found their delivery style confident and respectful of the students.  The draft report the practitioner provided is a usable template that I think will enable me to conduct an investigation and most importantly produce a legally robust document. This is why I would put this course in my top three for quality of education.

Investigation Skills Training Delegate, Senior ManagerEast Kent Hospitals Trust

Conflict management training was a totally new concept to me! The trainer was excellent, and very witty. He delivered the course at a good pace with superb knowledge.

Conflict Management Training Delegate, Deputy ManagerStaffordshire & West Midlands Community Rehabilitation Company

The facilitation for HR training was excellent both in terms of the content and the trainer who was professional and very knowledgeable. Some aspects of the training were specifically tailored to meet our particular needs and the learner feedback was extremely positive.

Facilitation Skills for HR Training Delegate, Training ManagerEast & North Hertfordshire NHS Trust

It’s always an unknown quantity when employing an external training provider, however, CMP was really what it said on the tin, the experts in conflict management, the trainers were really excellent and experts in their field!

Conflict Management Skills and Mediation Service Set-up Commissioner, ILM Professional Workplace Mediator and Conflict Management Skills Delegate, Head of HR & DiversityNorth Glamorgan NHS Trust (Now Cwm Taf UHB)

The training in difficult conversations was excellent, thought provoking, and challenged me to re-examine how I have difficult conversations! The trainer had excellent knowledge! Really enjoyed the training!

Difficult Conversation Training Delegate, Senior Probation OfficerStaffordshire & West Midlands Community Rehabilitation Company

Opened up a new way of viewing conflict at work and in everyday life.

ILM Professional Workplace Mediator DelegateBritish Land Forces Germany

The conflict management course was thought provoking and applicable to very many situations with very useful theory and practice. The trainer was very engaging, an excellent facilitator, related well to the group, had an excellent personality and made the training interesting and a positive learning experience.

Conflict Management Skills Training Delegate, Senior ManagerMersey Care NHS Trust

CMP created a bespoke a 3 hour workshop on Managing Conversations for us. The session was to get staff to think about conflicts and why they arise and then to provide them with some skills on communicating effectively and build confidence in being assertive in challenging difficult behaviour. Staff were thrilled about the workshop and the skills that they were able to develop in this time.

Difficult Conversation Workshop Commissioner, HR ManagerThe Abbeyfield Society

This course gave me really good skills that will enable me to perform my day to day role with a new attitude to dealing with conflict.

Conflict Management Skills Training Delegate, Senior ManagerHM Prison Service

CMP delivered intensive bespoke conflict management training to 200 managers, to achieve a significant boost to managers’ confidence and skills in managing transition during a time of change, and contributing significantly to achieving the organisational goal of preventing and managing bullying and harassment. CMP listened to our needs and worked with us to develop a course that satisfied our requirements.

Bespoke Conflict Management Training Buyer and Delegate, Senior Divisional OfficerHampshire Fire and Rescue

[tabs tab1=”What managers learn” tab2=”Business benefits” tab3=”Our other courses” layout=”horizontal” backgroundcolor=”” inactivecolor=””]

  • To take control of their own behaviour
  • To challenge inappropriate behaviour in others
  • To work collaboratively to resolve matters which are causing friction
  • The interpersonal skills to effectively prevent escalation of the day-to-day workplace conflicts, misunderstandings and tensions.
  • Basic mediation skills so that they can run a mediation-type meeting
  • Workplace bullying and harassment and the manager’s role in preventing these behaviours.

You will have managers who can:

  • Understand their responsibility for managing early conflicts at work
  • Manage their own behaviours so as to avoid inadvertently exposing themselves to bullying or harassment allegations
  • Understand how to handle challenges made directly to them
  • Use new ways of being more confident and assertive when challenging inappropriate behaviour and raising difficult issues with people
  • Help people resolve their differences early and without escalation by using a structure and basic skills to run a ‘mediation’ session
  • Know when to recommend formal mediation
  • Support their employer to manage the risk and cost of conflict at work

Contact us for details about the programmes

  • Persuasion and Influencing Skills – managing upwards and outwards
  • Managing Difficult People on the Telephone and by Email
  • Personal Safety and Conflict Management at Work
  • Responding to Aggressive Situations
  • Constructive Complaint-handling
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[content_boxes layout=”icon-with-title, icon-on-top, icon-on-side, icon-boxed” iconcolor=”” circlecolor=”” circlebordercolor=”” backgroundcolor=””] [content_box title=”Contact us today” icon=”phone” image=”” link=”http://cmpresolutions.co.uk/contact-us/” linktarget=”” linktext=”Get in touch”]If you’re managers aren’t managing conflict well, get in touch[/content_box] [content_box title=”Video Case Study” icon=”film” image=”” link=”http://youtu.be/Cd9i4_-4A3I” linktarget=”” linktext=”The ILM”]Watch Penny De Valk talk about why they invested in conflict management skills[/content_box] [content_box title=”Elearning” icon=”exchange” image=”” link=”http://cmpresolutions.co.uk/public-courses/the-courage-to-manage/” linktarget=”” linktext=”For managers”]The Courage to Manage: Having essential conversations at work is a unique learning process – that works[/content_box] [content_box last=”yes” title=”Conflict Coaching” icon=”magic” image=”” link=”http://cmpresolutions.co.uk/conflict-management/conflict-coaching/” linktarget=”” linktext=”1-2-1 Learning”]Expert support and development for sensitive areas or senior managers[/content_box] [/content_boxes]

Establishing the right organisational values and culture

Values and culture matter, if you’re going to reduce the costs of conflict

You may have the most comprehensive strategy in place to deal with workplace conflict and the most up-to-date policies and procedures, but none of this is worth the paper it is written on if people do not feel able to speak out. Recent whistleblowing cases in the NHS and elsewhere have ably demonstrated the human and financial costs of ignoring this foundation stone of conflict competence. To be successful, your strategy needs to operate in a climate in which people believe they can:

  • Speak out and be listened to
  • Raise problems and have them taken seriously
  • Challenge the behaviour and actions of colleagues, even those more senior than themselves
  • Ask for help with specific development needs
  • Tackle difficult situations with the support of the organisation behind them

Your organisational values and culture will make the difference to whether or not you are able to make the cost-savings you have identified in your business case.

Your organisational values should be the cement that holds people’s relationships at work together, even when things go wrong.   But if a situation starts to drift towards a conflict, when should you intervene in a low-level conflict, and how?  If a manager has the skills to address low-level disputes through discussion, it will save valuable management time in the long run, and avoid the negative impact of a conflict that has escalated.

[vc_cta h2=”Download Low-level conflict: ” txt_align=”center” add_button=”bottom” btn_title=”The role of values in preventing conflict at work” btn_color=”warning” btn_align=”center”]The 3 biggest mistakes managers make and how to create a cooperative team and find out how to move to a culture of co-operative conflict management.[/vc_cta]