Manage Conflict and Difficult Situations Training

The speed at which organisations need to take new and improved value propositions to customers and clients is never slower. The digital age brings such change so rapidly the pressure is always on.

Our QA perspective is that with hybrid working, agile value chains and more complex organisational ecosystems, speeding quickly into difficult situations that lead to conflict, might feel inevitable and the damage can become uncontrollable and dramatic.

But help is at hand if you adopt an emotionally sensitive view on conflict.

Conflict of ideas is often positive and, if well managed, can lead to more effective outcomes through rigorous discussion and exploration of ideas, generating more buy-in from stakeholders.

However, conflicts that arise from tasks, processes and relationships can be more difficult to manage and require a structured approach to conflict resolution and an understanding of the styles at play, and how to work with them to find a resolution.

At the heart of this approach is the AGREE process for conflict resolution which starts with acknowledging the conflict from both sides and involves sharing perspectives, positions and interests and setting ground rules for how you will resolve the conflict.

Reframing is the part where both parties work together to move beyond their acknowledged positions and interests to find a common ground that works for them, this is often where style preferences for conflict come into play.

Language can play a part here where in the digital age technical language and business language can feel worlds apart.