Workshops

Conflict Management Competencies Model (CMC⁶)

We provide the client's leadership team with a body of knowledge about each of the six core competencies that are required for an effective risk management approach to conflict management. This approach puts your managers on the front line to identify and manage the risk of conflict before it escalates into a costly dispute that will require the involvement of arbitrators, lawyers, and judges to resolve.

The six leadership conflict management competencies are listed below. Each is a four-hour module with a participant's manual. Module 1 and Module 2 are prerequisites to the other training seminars.

Module 1: Managing Yourself	Managing Yourself	Learning Objectives	This Module
Module 2: Managing the Messages	Managing the Messages	Learning Objectives	This Module
Module 3: Managing the Culture	Managing the Culture	Learning Objectives	This Module
Module 4: Managing the Team	Managing the Team	Learning Objectives	This Module
Module 5: Managing the Conflict	Managing the Conflict	Learning Objectives	This Module
Module 6: Managing the Liability	Managing the Liability	Learning Objectives	This Module
Leadership training is also available on the following topics. Each seminar is a 2-hour module.
Topic: Integrity: How Does Your Workplace Measure Up?	Integrity: How Does Your Workplace Measure Up?	Learning Objectives	This Module
Topic: The Art and Science of Whistle Blowing	The Art and Science of Whistle Blowing	Learning Objectives	This Module
Topic: Managing Workplace Conflict: The Fundamentals	Managing Workplace Conflict: The Fundamentals	Learning Objectives	This Module
Topic: Managing Customer Relationships	Managing Customer Relationships	Learning Objectives	This Module
The following training is available for participants that may include managers and non-supervisory employees.
	What's in Your Bag?	Learning Objectives	This Module
	Are Your Employees Value - Able?	Learning Objectives	This Module
	Here Comes the Judge	Learning Objectives	This Module
	Defeating General DUNNO	Learning Objectives	This Module
	Managing Workplace Conflict: Firefighting for Managers	Learning Objectives	This Module

The six leadership conflict management competencies are:

1. Managing Yourself

The first step in improving the organization’s capacity to manage the risk associated with conflict more effectively is to develop managers who are aware of their role in effective risk management, with a focus on managing their own communication style and being aware of appropriate and inappropriate responses to emotional triggers.

This module includes:

• The organizational cost of conflict
• A facilitated self-assessment of the manager’s communication style
• A model for recognizing the communication styles of others
• A session on emotional intelligence and self-control strategies
• A session on the pitfalls of communicating to a diverse team

3. Managing the Culture

Your employees can be the best PR for your company or can effectively undermine the costliest PR program. It all depends on their response to a simple question, “What is it like to work there?” This module focuses on the manager’s role as caretaker of the culture, ensuring that employees are treated fairly and with dignity and respect and serving as a role model for others in demonstrating inclusive behavior.

This module includes:

A review of the organization’s core values and corporate code of  conduct or a code of conduct that may be adopted by your  leadership team

• A session on strategies for getting the core values off the paper and into practice
• A session on the art and science of whistle blowing, i.e. strategies for holding employees accountable for adhering to the corporate code of conduct without ignoring serious violations of  the code or overreacting to small violations of the code.

2. Managing the Messages

Managers are usually comfortable delivering positive messages to their employees. The messages involving negative feedback are the messages that tend to get managers into trouble because managers are uncomfortable delivering them, because these messages are likely to prompt an unpredictable response from the employee, and because the manager often manifests an emotional, defensive response when challenged by the employee. This sets into motion a chain of events in which the manager may be placed on the defensive about the manner in which the message was delivered – instead of focusing on the employee’s behavior that prompted the manager’s message. This module is an exploration of the more difficult messages that a manager is expected to deliver and the content of the message (what should be communicated), the context in which the message is delivered (when and where it should be communicated), and the media (how it should be communicated, e.g. in person, by phone, by e-mail, etc.).

• Warning an employee about deficient performance
• Providing formal feedback about on-going performance deficiencies
• Confronting an employee about misconduct
• Taking a disciplinary action short of termination
• Terminating an employee

4. Managing the Team

The diversity of the US workforce is increasing. A growing number of US companies are marketing products and services in a global market and work teams comprised of employees from different cultures are no longer exceptional in international companies. This module examines the manager’s role as leader of a diverse team. Managers will learn how conflict that is generated by normal team dynamics is complicated and escalated by rapid corporate growth, mergers and acquisitions, intercultural teams, and/or reductions in force. They’ll become acquainted with the issues involved in changing team dynamics and strategies that will be helpful in normalizing team relationships.

• Normal team dynamics and the Conflict Dynamics Model
• The Dynamics of Change
• Establishing yourself as the new manager of a previously existing team
• Changing the pre-established roles of members of an existing team
• Building a new team from two different groups of tenured employees
• Introducing a woman or a team member from a different cultural background into a previously existing all male team or homogeneous team

5. Managing the Conflict

Managers should be equipped to manage routine disputes that may occur between their direct reports or to handle a service issue with an angry customer who has asked to speak with a manager.

• The organizational cost of conflict
• Recognizing the difference between routine disputes and disputes that may require professional intervention
• The manager’s role in dispute resolution
• Effective intervention strategies
• The Rules of Engagement

6. Managing the Liability

Traditional methods of dispute resolution involve employee complaint procedures, investigations, evaluation of risk, and possibly a settlement agreement for which the employee is expected to accept a check, sign a confidentiality agreement, and then disappear. Given the present shortage of skilled workers that is expected to worsen in the next 3-5 years, it seems like a very short-sighted approach. It is also a costly, reactive approach in which management efforts are directed at responding to a complaint and implementing a very costly solution.

This module includes:

• An evaluation of the types of practices and/or managerial errors that tend to trigger employee complaints and grievances and
• The warning signs that should tell a manager to seek dispute resolution assistance from internal or external sources.

Topic: Integrity: How Does Your Workplace Measure Up?

Regardless of the industry, all high-performing companies share a common characteristic. They rely on the competence and the integrity of their employees to deliver valued services to their clients. But how do you benchmark the ethical climate of your organization or change the motivation for ethical behavior from penalty avoidance to high standards of voluntary moral conduct? This highly interactive session explores the criteria that may be applied in measuring the integrity of your workplace and will help participants identify the business practices that contribute to a more healthy ethical environment. Participants will find this seminar pragmatic and engaging and will leave the session with “hands on” tools that may be used in the assessment process.

Learning Objectives:

Upon completion of this course, participants will be able to:

1. Identify the three prerequisites to conducting an assessment of the organization's ethical climate.
2. Identify a number of criteria that may be used to measure the ethical climate of their organization.
3. Understand how a corporate code of conduct contributes in a positive way to improving the ethical climate of their organization.
4. Identify the “Ten Commandments” (best practices) of an ethical organizational culture.

Topic: The Art and Science of Whistle Blowing

Ideally, leaders are strong role models. They command attention. They exude confidence. They perform well under pressure. They inspire trust. They can be counted on to set high standards of ethical conduct and to “blow the whistle” on unethical conduct whenever it surfaces in their organizations. But in recent years, there is a growing body of evidence that suggests that employees no longer trust their leaders and that the art of whistle blowing may be becoming a “lost art.” This seminar is for leaders who desire to polish up their own whistle-blowing skills and to contribute to the creation of a culture of committed “rule followers.”

Learning Objectives:

Upon completion of this course, participants will be able to:

1. Define “whistle blowing” as “holding rule violators accountable.”
2. List the characteristics of effective “whistle blowers.”
3. Distinguish between the physical and ethical requirements for “whistle blowing.”
4. Understand the consequences of ignoring violations of the rules.
5. Calibrate the level of response to the seriousness of the violation.
6. Make a business case for creating a workplace culture that encourages all employees to become personally accountable for following the rules.

Topic: Managing Workplace Conflict: The Fundamentals

Unmanaged workplace conflict and raging fires have a lot in common. They start out undetected, erupt with intense heat, spread quickly, and cause a lot of damage before they can be brought under control. This seminar is a basic fire prevention and fire containment course for those on the front line fighting workplace fires and for decision-makers who never want to watch their company's profits “go up in smoke.”

Learning Objectives:

Upon completion of this course, participants will be able to:

1. Define “conflict” and list the common characteristics of unmanaged workplace conflict and wildfires.
2. Explain the human and financial “costs of conflict” and give a rationale for developing a workforce with conflict communication skills.
3. Identify the five “conflict triggers” and distinguish between accidental fires and those set by arsonists.
4. Differentiate between healthy conflict (controlled burn) and dysfunctional conflict (organizational wildfires)
5. Explain the elements of a fire containment strategy.

Topic: Managing Customer Relationships

In an impersonal world of Internal Voice Response Systems in which it is difficult to get a live service representative on the phone – much less develop a relationship with one – it frequently seems as if the “Good Ole Days” of customer service may have become an ancient relic of the past. However, there are still some companies who know how to deliver excellence. At Disney, the standard for excellence is the consistent creation of a world class experience that is so exceptional they call it “The Magic Kingdom!” If you want to learn how to put some of the Disney magic into your service delivery process, this class is for you.

Learning Objectives:

Upon completion of this course, participants will be able to:

1. Define “excellent service”
2. Distinguish the difference between “adequate” service delivery and “world class” service delivery
3. Identify and profile their customers
4. Distinguish between their customer's wants and needs
5. Articulate their value proposition
6. Map a service delivery process
7. Create standards for each step of the delivery process
8. Evaluate product/service delivery against the standards

Defeating General DUNNO Inertia – resistance to motion, action, or change – is the arch enemy of any leadership initiative. And the notorious General DUNNO is the leader of the opposition. Named after the General himself because of their effectiveness in killing forward momentum toward a more inclusive workplace, these tactics include:

DUNNO why “those people” are complaining DUNNO how to make people get along DUNNO what I can do to make things any better DUNNO how to be a role model This seminar is a BOOT CAMP for leaders on the fundamentals of creating a more inclusive workplace and for claiming a resounding victory over General DUNNO.                                   Learning Objectives: Upon completion of this course, participants will be able to: Distinguish the difference between “admission into the workplace” and “inclusion into the workforce.” Identify and recognize barriers to inclusion. List the components of an effective inclusion strategy. Explain the rules of engagement for confronting non-inclusive behavior. Design a basic strategy for achieving one inclusion objective.

Managing Workplace Conflict: Firefighting for Managers Unmanaged workplace conflict and raging fires have a lot in common. They start out undetected, erupt with intense heat, spread quickly, and cause a lot of damage before they can be brought under control. This seminar consists of two, two-hour modules.

The first module is a basic fire prevention and fire containment course for those on the front line fighting workplace fires and for decision-makers who never want to watch their company's profits “go up in smoke.”  The second module includes case scenarios of real workplace conflicts that participants will be asked to evaluate and to respond to in a way that will effectively manage the conflict.                                    Learning Objectives: Upon completion of this course, participants will be able to: Define “conflict” and list the common characteristics of unmanaged workplace conflict and wildfires. Explain the human and financial “costs of conflict” and give a rationale for developing a workforce with conflict communication skills. Identify the five “conflict triggers” and distinguish between accidental fires and those set by arsonists. Differentiate between healthy conflict (controlled burn) and dysfunctional conflict (organizational wildfires) Explain the elements of a fire containment strategy. Evaluate the nature of the conflict and be able to determine the level of complexity. Describe the appropriate interventions for effectively managing the conflict.

What's In Your Bag? If seeing something with our own eyes makes it more believable, then why in the typical work setting do co-workers, supervisors and employees, and customers and service providers sometimes have difficulty seeing eye to eye over simple business transactions? The truth is that we all carry around an invisible bag of experiences that have shaped our values and beliefs.

Because our bag of experiences is not something we consciously think about, we may be unaware of how strong an influence it has on how we see things. Beatrice, "The Bag Lady," helps participants focus on how their values and beliefs operate to influence what they see - what they pay attention to, what they tend to ignore, and what they fail to notice. After an encounter with Beatrice, your employees will have a much better understanding of the need for a corporate code of conduct that sets expectations for acceptable behavior - regardless of what's in their bag!                                   Learning Objectives: Upon completion of this course, participants will be able to:Understand why each of us may view the same situation, but see it differently Self-identify the factors that may be operating to influence their own perspectives Understand why it may be an unrealistic expectation for everyone to “embrace” the differences manifested by others Give recognition to the “legitimacy” of the perspectives of others Understand that a quality problem-solving process takes into account the perspectives of all shareholders

Employees That Are Value-Able Most employers tend to convey their values to employees through written policies and procedures and employee handbooks that establish the employer's expectations for employee conduct in a variety of situations. The challenge is in getting the values off the paper and into everyday action. It's easy for everyone to demonstrate the best behavior when all is well. But how do we react when procedures unravel and everything seems to be going wrong? Can your employees deal with difficult co-workers and cantankerous customers without losing their cool or canning the company's values? In this workshop designed to help your employees understand emotional intelligence, they will learn how to suppress their "evil twin" and communicate well under much less than ideal circumstances. If they can perform under pressure, you will have employees that are truly value - able.                                   Learning Objectives: Upon completion of this course, participants will be able to: List the core values of your company Describe how those core values apply to the manner in which they carry out their work responsibilities Explain why consistency is important when it comes to applying the core values to their work performance Recognize why it is difficult to apply those values under less than ideal or stressful circumstances Identify effective strategies they can employ when it becomes difficult to keep the core values in focus

Here Comes The Judge! If you are an employer that has implemented a corporate code of conduct, but are not convinced that the rules are getting the attention they deserve, it may be time to enlist the assistance of Judge Janus. The judge rules in Civility Court where everyone is treated with the utmost respect. This workshop is a simulation of a series of mini-trials in which realistic fictional cases are tried based on violations of your corporate code of conduct. Workshop participants enact the roles of legal counsel, plaintiff, defendant, and witnesses. And when the judge rules, there is no appeal. The process will educate your employees about the importance of accountability and they will leave the courtroom entertained and enlightened by the judge's verdicts.                                   Learning Objectives: Upon completion of this course, participants will be able to: Explain the purpose for the corporate code of conduct Understand the importance of the rules and of getting additional information before taking a step that might violate the rules Explain their role in helping others to stay in compliance with the rules Distinguish between minor breaches of the code and more serious offenses Understand the liabilities created for the corporation by consistent failure of employees to comply with the corporate code of conduct Identify the internal resources available to support decision-making regarding compliance issues

Getting Everyone Into The "In Crowd" Attracting talented employees to your organization is only half the battle. If you want to retain them, your managers must confront the challenge of creating a workplace that employees view as fair and inclusive. This requires more than monitoring EEO compliance. It means becoming aware of and changing practices that employees perceive as exclusionary. In an increasingly diverse workplace where different perspectives abound, this is a continuous process. This workshop is a balance of basic psychological principles and role play scenarios that help participants understand why being in the "In Crowd" is so important to all of us. Scheduling this workshop includes a complimentary Inclusion Audit that will assist managers in identifying exclusionary practices in your workplace.

Managing Workplace Conflict