Course Background:
When a company is in a period of growth or transformation, it is often a period of concentrated outbreak of contradictions, and each problem can be intertwined and terminate the company's path to excellence. Especially for managers growing up in Chinese culture, the biggest challenge is how to deal with conflict, which has long been reluctant to face directly or unable to properly handle internal conflicts, resulting in the lack of vitality in most organizations.
According to Follett, conflicts and differences exist objectively. Since this is unavoidable, we should think about using it to make it work for us, not criticizing it. In fact, it is precisely because of the conflict that the differences are preserved, and in turn, the vitality of the organization is preserved. As a manager, how to unite people with different wills and become the internal motivation of the group, so that the conflict becomes a constructive conflict rather than a destructive conflict, is an important management ability.
Follett's idea of "constructive conflict" has great practical significance, in today's environment full of changes and needs to continue to develop, integration and collaboration are the fundamental way to resolve conflicts, this course through the in-depth understanding of conflict, with "understanding conflict, conflict prevention, conflict resolution of departmental collaboration, and resolution of interpersonal conflict" as the main line, to build effective conflict management practical ability to carry out the course, through the actual enterprise conflict case analysis, With the goal of students being able to use well in their work, it is a course with strong practical application.
Course Benefits:
Know how to analyze conflicts and learn how to deal with them
Learn self-regulating behaviors and language, and prevent conflicts;
Leverage tools to master conflict management for interdepartmental collaboration;
Through the tools, master the steps and key words in complex conflicts.
Course Highlights:
Professional, the latest achievements in conflict management, professional system, strong practicability, each subsection is designed according to the pain points of collaboration, easy to master, strong operability, each subsection has tools or steps, take it and use it.
Course Duration:1 day;6 hours a day.
Course Target:Managers, senior professionals who want to get rid of problems and build collaboration.
Course Method:Teacher lectures, case analysis, sharing, scene interaction, student seminars, homework drills.
Course outline
Lecture 1: Ideas for Managing Conflict
1. How do modern enterprises view conflicts?
1.Follett's constructive conflict.
2.Appropriate conflict in the team = keep the team alive.
Second, the idea of dealing with conflicts
Tool 1: The three core causes of the nature of the conflict (interests, positions, feelings).
Tool 2: Eight levels of conflict intensity.
Case Study:How was this conflict scenario resolved?
Case Conclusion:
1) The key to conflict resolution is to de-escalate the conflict rather than solve it entirely.
2) Distinguish first and then deal with it, deal with emotional conflicts first and then deal with conflicts of interest.
3) Escalate opposing factors to higher-level needs.
Class Assignments:What is your workaround for this conflict?
Lecture 2: Understand your own conflict coping patterns and avoid conflicts
Tool 1: Understand and master your own conflict handling model
1.Exposure patterns.
2.Suppression mode.
3.Ultra-sanity mode.
4.Dull mode.
5.Consistent mode.
Tool 2: Understand your own patterns of conflict handling and what you can improve
Tool 3: When leading a team, avoid interpersonal conflicts in the team
Homework:
*--What is my mode of dealing with conflict, how to adjust the pattern, adjust the behavior and language, and avoid conflict.
Lecture 3: Conflict Management Scenarios for Departmental Collaboration
1. Four kinds of relationships for departmental collaboration
1.Jung: Me + Us = Complete Me.
4 types of relationships for collaboration between departments
Relationship 1: Control and collaboration.
Relationship 2: Mentoring collaboration.
Relationship 3: Emotional collaboration.
Relationship 4: Service collaboration.
Case:Strategies for conflict between departments at work.
Case:How to deal with the contradictions between departments?
Case:Feasible solutions to deal with conflicts.
Class Assignments:Analyze what is the relationship between various departments and how to deal with conflicts in collaboration.
2. How to deal with conflicts when inter-departmental boundaries are not clear
1.A 6-step solution when departmental boundaries are not clear.
Lecture 4: Interpersonal Conflict Management at Work
First, the key points of conflict management in the work
1.Every conflicting conversation has a three-tier structure.
Three key points to resolve conflicts
Key point 1: Stop arguing about who is right and who is wrong: Know the stories of others.
Key point 2: Don't set the other person's intentions: Let the contradiction have nothing to do with the intention.
Key point 3: Abandon the blame and turn to blame.
2. Law 234 on the management of conflicts at work
Prepare for conflict management in 2 steps
Step 1: List the analysis of the conflict**.
Step 2: Check the purpose and decide if you want to say it or not.
3 Steps to Emotional Conflict Management in Conflict Management
Step 1: Good Opening Statement: The orid expression of the opening line.
Step 2: Explore the other person's story: empathy + questioning.
Step 3: Express your own story: ORID expressions.
4 Steps to Conflict of Interest Management in Conflict Management
Step 1: Ask questions effectively and explore the needs of the other person.
Step 2: 6 strategy models for benefit processing and conditions of use
Cooperation and Transaction, Deterrence and Coercion, Third-Party Intervention, Compromise and Compromise, Shelving and Avoidance, Accommodation and Tolerance.
Step 3: Wrap up tracking.
Step 4: Worst-case scenario.
Case Analysis:The big case application --- the solution of interpersonal conflicts.
Case:After the report data went wrong, a series of internal interpersonal conflicts were resolved.
Assignments:Conversation Information Sheets, Self-Expression Tools, 234 Conflict Management Methods, 6 Strategies of Interest.
3. Discourse reconstruction for managing conflict (four effective response models in the face of others' objections).
Mode 1: The truth --- another story.
Model 2: Accusatory --- intent and impact.
Mode 3: Blame --- blame.
Mode 4: Judging --- facts.
Fourth, how to manage the conflict of subordinates
1.Managers Deal with Subordinate Differences: 6 Actions to Transcend Differences.
2.4 Steps to Ease Conflict in Subordinate Relationships.