Ability to resolve conflict openly and constructively is key leadership skill and essential for building a high-performance team.
Managers spend about a quarter of their time managing conflicts, they negotiate over resources, handling disagreements over policies, deal with complaints, enforce rules, and manage the inevitable frictions and resentments that occur between people. This makes conflict management skills an integral part of the competency set of an effective leader, essential for achieving open team communication and improved problem solving and decision making.
Attitude towards conflict and ways to handle conflict (or avoiding it) greatly influence communication behaviour and individual leadership style, it strongly shapes team behaviour and team performance and has an enormous influence upon group dynamics.
For dealing with conflict constructively one has to learn to make conscious use of the choices one has in dealing with conflict and get aware of one’s preferred conflict handing modes. Participants with this one-day training will have the opportunity to assess their dominant conflict style by completing a self-assessment. In the second part of this training participants are introduced to a systematic five-step process for effective conflict resolution which is then applied during two role plays.
Key Objectives are
- Expand self-awareness concerning one’s preferred ways to deal with conflict
- Recognize, understand and value the conflict styles of others
- Understand the five conflict modes, their advantages and disadvantages
- Learn to respond to difficult situations mindfully and get to outcomes which are acceptable to all parties involved
- Learn to approach conflicts of interest systematically
- Understand methods for resolving conflict and learn how to apply them with real cases from business practice
Special Features include
- Self-assessment of preferred Conflict Management Style
- Numerous case studies
- Two role plays relating to Conflict Resolution
Agenda
09.00-09.10 Introduction
09.10-10.30 Understanding Conflict Style
- Definition of Conflict
- The Five Conflict Styles
- Self-Assessment
- Understanding the five Conflict Styles
10.30-10.45 Coffee Break
10.45-12.15 When to Use Which Style
- When to use which Style
- Case Studies
- Team Exercise: Advantages and Disadvantages of each Style
- Team Exercise: Conflict Style and Team Behaviour
12.15-13.15 Lunch Break
13.15-14.00 From Conflict to Collaboration
- Possible Root Causes of Conflict
- Building Successful Collaboration
14.00-14.45 Effective Conflict Resolution Part I
- Conflict Resolution: The Interest-Based Relational Approach (IBR)
- Role Play
14.45-15.00 Coffee Break
15.00-15.45 Effective Conflict Resolution Part II
- Discussion of Key Learning Points from the Role Play
- Understanding the Other Party’s Interests
- Agreeing on a Commonly Shared Problem Statement
- Distinguishing between Positions, Interests and Concerns
- Defining Solution Requirements
- Group Discussion
15.45-16.45 Effective Conflict Resolution Part III
- Role Play
- Debriefing and Group Discussion
16.45-17.00 Summary and Feedback
For online payments please indicate SHA20145-03-25
Our Trainer
Dr. Laurenz Awater, General Manager and corporate trainer. Laurenz is an organizational development and intercultural expert whose China experience dates back to 1985 when he was foreign student at Beijing University. Laurenz is fluent in Chinese and works as management trainer and consultant. His Ph.D. thesis on ‘China’s Political Economic History from 1949 to 1997’ is a standard reference book at German universities and received mentioning on ‘Wikipedia’ and on books on G8 summit policy, China’s WTO-integration and EU-Foreign Policy. When working in German industry Laurenz was involved in large infrastructure and construction projects in China. In 2003 he founded the Shanghai INNOVA Management Institute, a training company known for organizing high-level executive workshops for expat managers and for its leadership and management training programs. Since then the Shanghai INNOVA Management Institute has built up a client base of more than 200 MNCs, mainly larger and mid-sized concerns from Western Europe.