What is said, and what is left unsaid
Preventing and handling conflict at work
An unresolved conflict is a breaking point that goes unrecognised.
Objectives
- Distinguish a useful disagreement from a conflict that damages the organisation
- Intervene early, at the right level, without turning a dispute into a major issue
- Conduct a difficult conversation while maintaining the ground rules
- Recognise situations that call for a third party, the law, or a separation
Programme
- Morning: Reading what is at stake: Disagreement, tension, open conflict, breakdown: four states, four responses · What fuels a conflict: ambiguous roles, perceived unfairness, lack of decision · A framework for reading relational positions, borrowed from transactional analysis
- Afternoon: Intervening: Preparing and conducting a difficult conversation: ground rules, facts, listening, decision · What is not your responsibility: harassment, discrimination, health; who to refer to · Parting ways properly when necessary, and what remains to be repaired afterwards
Prerequisites
Manage a team or have to arbitrate team situations.
What you take away
A real situation prepared step by step, ready to be handled.