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Proactively preventing complaints

If you really want to close complaints, the best way is to prevent low-level conflicts from becoming negative and nasty.

Any approach to conflict management should include:

  • Determining a benchmark against which to measure the success of your efforts
  • Identifying the indicators that matter most to your organisation
  • Objectively reviewing the conflict culture from top to bottom
  • Taking action at every level – from top, to bottom – which, collectively, shifts your conflict management processes up a gear so that they support a dialogue-based culture

Changing your culture to one where conflict is proactively managed, is tough. But CMP has experience of achieving this, and has a range of solutions.

This conflict management training was far and away the best training I have had on the subject and some of the best training that I have had in my 10 years with Sue Ryder. I  recommend that it is seen as a priority for all managers as the course was relevant to anyone who manages people or finds that they need to mediate between people.

Conflict Management Skills Training Delegate, HR ManagerSue Ryder Care

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

The mediation skills training gave me the opportunity to explore my own responses to conflict and learn ways to manage, reflect back what is being said, and start to move towards a resolution, providing me a very good role model for mediation.

ILM Professional Workplace Mediator Training Delegate, General ManagerNHS Lothian

A very informative and useful course that should be part of core management training.

Mediation Skills for Managers Training Delegate, ManagerBournemouth Borough Council

The dignty and respect training was very successful and the delegates have found the skills and learning incredibly useful. CMP continue to be supportive, with feedback on our advertising of the service and suggesting ideas to improve awareness.

Dignty and Respect Training Delegate, HR Diversity AdvisorCambridge City Council

Our SMT found the training to be extremely helpful. The programme was customised to meet our specific needs. We were pleased with the balance of theory, case studies and role play, which enabled us to test our new skills in a safe environment.

Mediation and Conflict Management Skills Training Commissioner and Delegate, Senior ManagerWelsh Assembly

Informative, thought provoking and inclusive…Good delivery honest, grown up attitude. I liked the trainer’s style!

Conflict Management Skills Training Delegate, Senior Managera Fire and Rescue service

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

The trainer was enthusiastic and CMP “got” our business well.  Everyone rated the trainer very highly. I’m glad we made the decision to bring this into the business: it has helped our HR people feel more empowered to act. I’m sure we will find this very useful.

Neutral Assessment and Conflict Management Skills Training Commissioner and Delegate, Head of Learning and Development, a Private Sector Company

Staff thought the study days were excellent. They were all very enthusiastic. When cases of bullying have come up they’ve been prompt to act. Managers are acting more speedily than they otherwise would have. They are acting quickly and appropriately, so we have rarely had to use the formal procedure, they have been resolved at low level.

Conflict Management and Dignity at Work Training Commissioner and Delegate, Head of HRBarts NHS Trust

How to make dispute resolution work at work

The vast majority of interpersonal conflict at work never reaches an employment tribunal but just silently reduces performance, disengages employees, and costs hidden sums employers can ill afford.

To change the culture of conflict at work needs more than employers setting up a mediation service: what is needed is an investment in building workplace conflict competence. This paper introduces the changes you should consider making to reduce the wholly unnecessary cost of conflict to your organisation.

An overview – and a quiz to assess where your organisation sits

How to make DR work at work