- 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
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:
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.
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.
More useful by far than I’d thought. CMP’s coach was very supportive and gave me lots of things to actually do differently. It was good being able to talk so openly to someone who didn’t judge. What has changed is I feel like a proper manager.
The trainer was really dynamic and engaging, the conflict management training was relevant, interesting with practical examples.
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.
Opened up a new way of viewing conflict at work and in everyday life.
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.
I found the conflict coaching extremely helpful during a very difficult time for me personally and at work. The coach was very patient with me and gave great feedback. It has enabled me to re-evaluate my responsibilities and focus on the positives. I use the tools and techniques discussed on a daily basis, which has enabled me to hold complex meetings professionally and with confidence.
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