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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.

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

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

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.

Coachee, Managera SME

The trainer was really dynamic and engaging, the conflict management training was relevant, interesting with practical examples.

Conflict Management Training Delegate, Senior Probation OfficerStaffordshire & West Midlands Community Rehabilitation Company

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

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

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

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

ILM Professional Workplace Mediator DelegateBritish Land Forces Germany

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

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.

Coaching Recipient, Senior ManagerTransportation sector

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