- 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:
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 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.
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 conflict management training gave a good knowledge of how to deal with conflict within teams or conflict between staff and management.
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.
Opened up a new way of viewing conflict at work and in everyday life.
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.
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