Conflict is something which is inevitable where there are groups of people. But how it is dealt with, is what determines outcomes.
Conflict Management in Organisations
This is a 3-hour interactive training workshop was initially developed for workplace settings, but can equally be applied to any organisation, or where people have to work together, whether paid or voluntary.
So it is useful for groups and teams within or across organisations. The course can also be made bespoke to your particular organisational needs. The minimum number required for the workshop is 6 but works best with about 12 people to allow for group work, with a maximum of about 20.
Conflict is something which is inevitable where there are groups of people. But how it is dealt with, is what determines outcomes.
Career Journey
I’ve been a coach now for about 14 years, but to get to the point of being a coach took a lot longer; to get to a place where I felt I was doing the right job for me. I spent many years in Education and Employment, but never feeling that I quite fitted in any particular job or place.
It wasn’t until I left full-time employment in 2009, did part-time work for a year or so while working on building my business, and finally became self-employed that I knew I was in the right place.
If I’d had a coach when I was younger, the path wouldn’t have been so long and winding. I got there in the end, but it took a lot of time, energy and disappointment to discover where I was best suited.
It took a lot of job applications, employment that I wasn’t a good match for, especially that I was over-qualified for, jobs that were not challenging and where my ability was not always recognised or rewarded. I found that most of the work I was doing (with a few exceptions), was employment that paid the bills, but that I didn’t necessarily enjoy.
I had a couple of very good employers and worked for a couple of true leaders and alongside some lovely people during my various roles, as well as with those who were back-stabbers, who were jealous of the ability of myself and my colleagues.
I understand what it is like to work in many different fields; in education, health, mental health, the IT industry, the faith community and equality organisations. I’ve also worked in interim management and project manager positions.
I’ve had the opportunity of being employed in the private, public and voluntary sectors and I’ve lived through so many scenarios in which people still find themselves.
Leadership
I’ve observed much conflict in the workplace, bullying, selfishness and unhealthy competition. I’ve also watched many people who worked steadily and conscientiously day after day in employment that they hated, where there was a culture of blame, gossip and ‘backstabbing’. I saw supervisors who ‘walked over’ people, who acted like ‘kings and queens’ in their own little castles, and yet others who were true leaders and who served both their employees and their employer well.
I didn’t necessarily want to be a manager, but I wanted to be one of those true leaders. I didn’t realise until afterwards when I looked back that I had been leading all along; leading from senior roles and but also leading wherever I went no matter whether the job was a senior position or junior. People naturally came to me for help and guidance, and I always endeavoured to help them to the best of my ability.
I didn’t realise at that time that being a leader is different from being a manager. You can be a leader no matter what your role or age. Being a leader is enabling others to achieve; it’s influencing them, and that’s what I had been doing for most of my life. In fact, I had been a leader from primary school, not a leader that is commanding or telling, but one who shows and guides and encourages.
Even as a child, I was the one that teachers would give responsibility to. I took new kids under my wing and showed them around the school and looked after them until they settled in, introducing them to others who would befriend them. I watched over the younger classes until the sub-teacher arrived.
There were many other tasks and responsibilities given to me, none of which would be permitted nowadays.
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,
Managing Challenging Behaviours is a course that focuses on identifying different types of challenging behaviours and then gives candidates a good understanding of challenging behaviours and behavioural changes. It will also provide candidates with a great set of skills to manage a challenging situ...
you will learn about the different types of conflicts that can arise in the workplace and the strategies and approaches that can be used to resolve them.
Conflict management coaching or conflict coaching as it is also called, is a specialised one-on-one process that helps clients optimise the way they engage in their interpersonal disputes.
Understanding how conflict can happen is crucial if you do not understand something you cannot deal with it effectively. We will help recognise the triggers for inappropriate and negative behaviour and the danger signs that someone is losing their ability to think and act rationally.
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