Facilitation Skills Training for Conflict Management (DR225)
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This two-day training helps you identify when to take a facilitative approach to helping individuals resolve their conflicts. The program offers a structure for facilitated problem-solving discussions and provides ample opportunity to practice techniques for effective small-group and one-on-one facilitation of workplace conflicts.
This training is designed for human resource professionals, managers, and supervisors who help others resolve their workplace conflicts.
- The potential and limits of the facilitator role in resolving conflict
- Facilitator interventions for dealing with difficult behavior
- Coaching skills to support participants in facilitated discussions
This workshop is approved for HRCI and SHRM recertification credits.
Approach and Features
This program’s components include lecture, role plays, and small group activities. All instruction takes place in New York City at the midtown offices of Cornell University’s School of Industrial and Labor Relations.
Conflict Resolution: the Exchange
There are times in which people need assistance in managing their differences and managers and supervisors are often tasked with that duty. This course gives managers both specific communication skills for conflict situations and processes to manage those conflicts.
Through an innovative conflict management strategy, known as “The Exchange”, you will learn The Exchange process, based upon mediation theory and methodology is a fourstage process for resolving conflicts. Managers and Supervisors learn each stage of the process, one stage at a time. After observing a demonstration and learning the elements of the stage, the participants have an opportunity to practice that stage. Managers and supervisors become inspired by the strategic, thoughtful approach the Exchange gives them to structure the issues. Participants learn to successfully manage a threeway conversation that addresses each person’s interests and those of the organization.
The second process that the participants learn is Constructive Feedback. One of the greatest challenges as a manager is when a technically skilled employee demonstrates a pattern of behavior that disrupts the work environment. This challenging employee often creates tension on the team, yet managers avoid addressing it with them. Our respectful, yet firm, process helps managers effectively manage these conversations.
Finally, participants learn how to improve their reaction/response to others in challenging situations and when they feel attacked by their co-workers. They also learn how to handle a situation when they need to approach someone about a concern they have in a respectful, rather than confrontational way.
The participants leave with improved communication skills, the ability to de-escalate anger, and proven techniques to manage conflict better through a common language of mutual respect.
- Creates an internal capacity for managers and supervisors to reduce daily conflicts
- Helps avoid future litigation and turnover costs
- Encourages productive collaboration on team projects
- Provides tools for ongoing models of positive behavior in the workplace
This course gives managers both specific communication skills for conflict situations and a four-stage process to follow.
Stage One provides managers with the skills required to effectively manage initial private discussions with those involved in a dispute. This part of the training focuses on using appropriate, deescalating language, listening for the interests of each employee and asking questions to encourage participation and accountability.
In Stage Two, managers learn to reflect on what they have heard from both employees and develop a strategic plan for a joint meeting.
In Stages Three and Four, participants learn how to manage a three-way conversation with employees in a way that expresses their interests and those of the company. The process encourages employees to take responsibility for resolving the dispute and acknowledge the importance of recognizing each others’ interests. Ultimately, the manager and employees find a solution that addresses those interests and fits within the context of the company. Participants get an opportunity to practice the process both as an employee and as the manager.
Participants leave with new ways to think about conflict, new skills to manage it and a flexible process that offers the structure they need to successfully resolve a variety of workplace conflicts.