The ability to effectively manage conflict is a core competency in the 21st-century workplace.
When working with people, it is common that personality and attitude clashes might arise. Managing these conflicts while aiming to achieve personal and work objectives is incredibly challenging and when not managed properly, can threaten to create major disruption within the team or with clients. The ability to effectively manage conflict is a core competency in the 21st-century workplace.
- List the possible causes of conflict in the workplace
- State the five potential approaches to resolving conflict, and identify the optimum option
- Outline how to avoid the ‘ostrich position’
- Describe the role that Emotional Intelligence plays in ensuring a positive outcome
- The Causes of Conflict
- The Conflict Thermometer
- Transactional Analysis – Behaviour breeds Behaviour
- Assuming the Ostrich Position
- Seven steps to conflict conversations
- The Thomas Kilman Model
- Emotional Intelligence
The causes of conflict
- Defining ‘conflict’ – is it always bad?
- What causes conflict in the workplace
- The conflict thermometer – addressing issues before over-reaction!
- Eric Byrne’s model – the 3 main and 4 sub elements
- The Betaris Box – behaviour breeds behaviour and understanding out role
Assuming the ostrich position
- Why do we put it off
- Planning the conversation
- Dealing with difficulty
Our own approach to managing conflict
- The seven steps to conflict conversations (based on Stephen Covey’s ‘7 habits’)
- The Thomas Kilman conflict model – how you behave in conflict situations
- The five competencies
- Emotional Hijack
- Managing personal stressors