- 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 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.
I would wholly recommend courses from CMP without reservation to any organisation, large or small, who want to utilise the talents of their own people for the good of both themselves and their organisation. It is easy to see why CMP are a market leader in both training delivery, investigation and resolution of conflict.
The trainer was really dynamic and engaging, the conflict management training was relevant, interesting with practical examples.
My sessions were very helpful to me, particularly as the coach had an easy manner and good sense of humour, which facilitate open discussion. They enabled me to explore sensitive issues in an objective but supportive environment and consider how I might do things better.
This was incredibly useful and everyone feels more confident now.
Our front-line housing staff regularly face challenging and potentially threatening situations. We engaged CMP to equip our staff with appropriate skills to meet these challenges and defuse threatening situations. Their professional approach and participative style have always been well-received and have contributed to the first-class customer service we aim to deliver.
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.
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.
Since my coaching, I have received feedback from my colleagues of a noticeable improvement with me taking the lead and gaining results. I have recommended these sessions to colleagues and believe it should form part of all managers’ on-going training and development.
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.
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