"In the
life cycle of every conflict, there is a point
when it's large enough to be recognized,
but small enough to be resolved."
A flexible and impactful one-day learning module, The
Self-as-Mediator Seminar (see customized applications and alternative
titles) is the most cost-effective way to empower your employees to handle
the challenges of today's intensely interdependent workplace. They will
learn how to use a simple yet powerful communication tool — "Self
Mediation" — to manage the differences that impair teamwork, quality,
decision-making, and cooperation throughout your organization.
But more than just a training seminar, this practical
program contains resources for changing organizational culture, surgically
altering the norms that so often cause obstructive behavior and replacing
them with constructive, positive behaviors.
Delivered by Principle Driven Consulting, the
Self-as-Mediator Seminar is a core element
in the MTI Training
System. It puts the tools of the
professional mediator into the hands of every employee to build better
workplace relationships. It is an essential component of every successful
organization’s HRD and OD strategic effort.
Thousands of
people have learned this practical tool for the prevention and early
resolution of workplace conflict — read some
comments by past
participants.
Following the training, the learner will be able
to:
Learning Objectives
-
Assess workplace conflicts to determine whether
Self Mediation is appropriate based on:
A. Level of seriousness of the conflict
B. Degree of interdependence between oneself and the
co-worker
C. Balance of power, and risk of power abuse
D. Characteristics of the co-worker that would
contraindicate Self Mediation
-
Identify the two reflexive behaviors, in a case
study or an actual conflict, that obstruct joint
problem-solving, and to describe how to eliminate those
behaviors.
-
Identify the five elements of the retaliatory
cycle, in a case study or an actual conflict, and to describe
how to interrupt the cycle to make joint problem-solving
dialogue possible.
-
Initiate dialogue with a co-worker to solve a
workplace conflict.
-
State the issue in conflict in terms that promote
cooperation and minimize defensiveness.
-
Persuade a reluctant co-worker to participate in
dialogue to solve a workplace conflict.
-
Describe the necessary features of context
(time-and-place environment) that will prevent failure of
dialogue.
-
Use techniques for beginning a scheduled dialogue
with a co-worker that focuses attention on the issue to be
solved and removes obstacles to successful conclusion.
-
Perform the two essential tasks during a
scheduled dialogue that are necessary to produce a shift in
attitude from me-against-you to us-against-the-problem.
-
Recognize and identify conciliatory gestures that
naturally occur during arguments, and to seize the opportunity
they present to solve the conflict.
-
Recognize and identify the four psychological
forces that produce consensus, and to describe them in a case
study or an actual conflict.
-
Form agreements that meet the three criteria that
prevent recurrence of conflict.
Performance Goals
As a result of employees’ achievement of these learning objectives,
-
The financial cost of conflict
will decline by 50%.
-
The frequency of conflicts in
the host organization will decline by 50%.
-
Conflicts that do occur will
be satisfactorily resolved 80% of the time without involvement by the
supervisor or manager.
-
Employee satisfaction with the
workplace will increase by 30%
Topic Outline
-
Measuring the
dollar cost of conflict in your organization
-
The two
communication "bad habits" of all people in all cultures — how to avoid
them
-
The 4-step
"Self Mediation" tool — and how to apply it
STEP 1: Find a time to talk
Why 95% of communication problems stay unsolved — and how to reverse
this ratio
STEP 2: Plan the context
The nuts-and-bolts about where-and-when to talk
STEP 3: Talk it out
Two simple verbal tools for getting from "me-against-you" to
"us-against-the-problem"
STEP 4: Make a deal
The three obvious (but usually ignored) criteria for making agreements
that work
-
The surprising
reason why this simple 4-step method is so successful
-
Putting Self
Mediation to work in your specific job
Seminar Modules
The topics above are covered in two modules, allowing
flexibility in scheduling and meeting client learning needs. Each module
contains approximately four hours of instruction. Click each Module to
view
detailed seminar content.
-
Module 1: Necessary
Knowledge
-
Preparing to take effective action
-
-
Module 2: Successful
Conflict Conversations
-
Self-mediation, a core workplace competency
Who should attend
The Self-as-Mediator Seminar is
designed for any employee who works interdependently with others — bosses,
subordinates, and peers. No particular educational background is required.
It is especially valuable for self-managing teams.
Benefits
 | Take control of conflicts, rather than be controlled
by them
|
| Negotiate solutions to conflicts, rather than fight
|
| Mediate conflicts between staff who are locked in
personality clashes and petty bickering
|
| Reduce job stress and tension that may be affecting
health
|
| Handle "difficult people" (and avoid being seen as a
"difficult person" by others)
|
| Save the thousands of "invisible dollars" now being
lost by impaired production and missed opportunities
|
| Remove a key obstacle to success of TQM and
Self-Directed Work Team efforts
|
| Change organizational culture to make healthy
communication the norm, rather than commonplace dysfunctional
"crazy-making" behavior |
