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MCE Week: Managing People & Conflicts

Learn to inspire your team, strengthen emotional intelligence, and handle conflict in a professional manner. You will also learn to delegate tasks effectively and keep your team on track to achieve real results.

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The Key Issues

As a manager, you need to handle conflicts in a professional way while keeping your team motivated and focused on common goals. It can be tough to delegate tasks when tensions are high and team dynamics change. This programme will give you the key skills to manage conflicts, inspire your team, and delegate tasks confidently to achieve real results.

Motivation, delegation and giving feedback

Emotional intelligence

Ethical
leadership

Key Competences​

Conflict management

Understanding real interests

Turning disagreements into positive business discussions

The Right Programme for You

You have been faced with conflict in your team, department or organization and you need to develop the right skills to manage it effectively and positively successfully through clear communication, a cooperative attitude and commitment to shared goals.
  • Business Professionals
  • New Managers
  • Managers
  • Senior Managers

Highlights

Learn key models to manage conflict in business including: -The “Model to Disagree” (to turn conflict into discussions) -The P.U.R.R model (for understanding) -The 5-step approach (to map conflicts)

Determine your own personal style profile and gain insights into the strengths and limitations of your profile.

Develop a specific personal plan for applying what you learn.

Learn, Practice and Use

  • Motivate every member of your team—even if they are very different.
  • Resolve conflict more effectively in a wide variety of situations.
  • Get more done by using the best delegation techniques for each situation.
  • Turn difficult people and poor performers into team players.
  • Win the cooperation and trust from people in your organization.
  • Increase your confidence, management skills, and personal and professional satisfaction in your job by managing people successfully.
  • Recognize the underlying causes of conflict in business.
  • See the difference between disagreement and conflict.
  • Map conflict using a five-step approach.
  • Identify ways to develop flexible responses to personal and professional conflicts.
  • Turn disagreements into positive discussions by applying the “Model to Disagree”.
  • Know how trust is lost and regained during disputes.

Programme Details

Managing People & Conflicts is a highly interactive programme with exercises and role plays

Nineteen Programme Modules

  • How to get people to want to do what they’re supposed to do.
  • Specific challenges you face when motivating others.
  • Values and their impact on work life.
  • How values can have productive and nonproductive results.
  • Identify value conflicts in yourself and in others.
  • Determine your own personal style profile.
  • Gain insight into the strengths and limitations of your profile.
  • Use behavioural clues to determine others’ personal styles.
  • How to work more effectively with other personal profiles.
  • Employee motivation factors and their impact on behaviours and work settings.
  • How to tailor your motivational efforts to individual employees and different situations.
  • Use active listening to gain information and understand employees’ perspectives.
  • Effectively apply positive and corrective feedback.
  • Use appropriate values alignment when dealing with difficult employees.
  • The dimensions of conflict resolution.
  • Identify your own preferred conflict-resolution styles for better conflict management.
  • Use different conflict resolution styles in different situations.
  • Different delegation styles: How and when to use them.
    Determine the appropriate delegation style for employees and situations.
  • The impact of organizational culture and subculture and “cultural blinders”.
  • Explore the assumptions that impact your team’s thinking and actions.
  • Identify and build on the strengths of your team’s culture.
  • The components of emotional intelligence.
  • Gain an honest and accurate assessment of yourself
  • Develop an improvement strategy.
  • Identify your group’s values.
    Your vision for ethical leadership.
  • Develop a specific plan for applying what you’ve learned back on the job.
  • Identify people who can support your action plans.
  • Recognising the difference between disagreement and conflict.
  • Understanding the five levels of a conflict.
  • Exploring barriers to conflict management and resolution.
  • Identifying your own feelings and actions in response to conflict.
  • Applying the P-U-R-R Model to demonstrate understanding
  • Utilising the validating process.
  • Distinguishing between listening for thoughts and listening for feelings.
  • Describing the 4 Cs as the cornerstones of building trust.
  • Knowing how trust is lost and regained, and how transparency validates trust.
  • Identifying interests behind positions.
  • Identifying your preferred strategies for responding to conflict.
  • Understanding the five conflict strategies.
  • Exploring appropriate strategies to minimise/manage conflict
  • Knowing why relationship conflict and content conflict should be handled differently.
  • Turning potential disagreements into discussion by applying the Model to Disagree.
  • Identifying and practising assertiveness tools and strategies.
  • Detoxifying emotional statements and devising alternative ways to express the message
  • Explaining the difference between difficult people and difficult behaviour.
  • Understanding how to handle passive behavior.
  • Developing a strategy for handling passive or aggressive behaviour
  • Mapping a conflict using a 5-step approach.
  • Exploring a given conflict from various “viewing points”.
  • Separating interests from positions in a specific conflict.
  • Selecting a conflict strategy appropriate to addressing a specific goal.
  • Implementing a chosen conflict strategy.
  • Applying skills to address emotionally tense conflicts (called Thunderstorms).
  • Using skills to address an intra-group conflict case study.
  • Planning for future development to effectively respond to conflict.
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Faculty

Bettina
Hausmann

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Bettina
Hausmann

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Bettina
Hausmann

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Bettina
Hausmann

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Bettina
Hausmann

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