Conflict Management & Resolution:
- Emotional Issues in Conflicts
- The Basis of Conflict Management & Resolutions
- Three Essential Keys to Conflict Management
- The Destructive Power of Triangulation
- Conflict in Communications
- Forging Improved Relationships in a Difficult Political Environment
- Diversity & Harassment
- 40 hours total but may be reduced into 8 hours and 24 hour blocks
Conflict affects everyone, from a family dispute, an employer/employee problem, a management/labor dispute, and finally a dispute between a Department Head and his/her subordinates. Sooner or later in management you will find it necessary to manage and resolve conflicts.
But why worry about managing a conflict to a successful resolution?
Why not just fire or divorce the problem?
What’s in it for me to manage or resolve these conflicts?
Managing Conflicts To Successful Resolutions is designed for executives, middle management and employees. If you’re planning to seek promotion to a senior level position, this course is invaluable.
It consists of 5 consecutive days of work sessions (24 hours) – at a site near you. These work sessions are a combination of facilitated instruction, case examples and relies upon active participation by all attendees.
The reason why managing conflict is an economic necessity
Among the topics to be covered: Strategic issues facing executives over the next 10 years and how to plan and manage around them; The cost of recruitment and retention to your organization; Emotional issues involved in not resolving conflicts; the basics of principled conflict management and resolution; avoiding the ostrich syndrome; two requirements for conflict resolution.
The Manager’s Role In Implementing Effective Conflict Management
Among the topics to be covered: The premise of conflict resolution; three essential keys to conflict management & resolution; practical definitions; typical responses to conflict, the destructive power of triangulation; case studies.
The Manager/Negotiators Response to Conflict Management & Resolution
Among the topics to be covered: the soft negotiator; the hard negotiator; the principled negotiator; cognitive dissonance; two types of questions; four major attitudes during conflicts; handling these attitudes during conflicts; the major categories of people during conflicts; case studies and group exercises.
The Manager’s Role As A Change Agent
Among the topics to be covered: The three sub-categories of people in conflict; the four perceptions that must be addressed and changed; the view of the problem; the content of conflict resolution; attitudes towards potential solutions; separating the person from the problem; focusing on interests not on positions, case studies.
The Manager’s Role In Exploring The Vision Towards Conflict Management & Resolution
Among the topics to be covered: Defining and separating Needs and Wants; the power of brainstorming; establishing an objective standard to guide and measure results; understanding individuals perceptions of themselves; BOAR (Best Option Absent Resolution); following the example of Lycurgus.