Change and conflict go hand in hand. Today, practically all organizations recognize that in order to be continuously competitive and successful, they need to be drivers of change, and simultaneously manage its many potential negative consequences. Managing and resolving conflict constructively is a critical competency for every person inside and outside of today's workplace.

Collaborative Conflict Resolution is a highly interactive and engaging one-day workshop designed for all levels in the organization. Participants learn the value of conflict, and are equipped with the skills to manage their own conflict situations constructively. Included are a Conflict Styles Assessment, skills for managing emotions, and a skill practice using proven steps for resolving conflict collaboratively. A follow-up day of review, practice, reinforcement and extended skill building is strongly recommended.

Collaborative Conflict Resolution presents a context for understanding the value of conflict. It provides insight into one's own preferred Conflict Style and the implications it has in conflict situations, as well as addressing how to work with others' styles effectively.

The four modules in this workshop are:

	Introduction to Collaborative Conflict Resolution Participants gain clear understanding of the value or positive outcomes of conflict, along with its potential negative consequences if left unattended.
	Conflict Styles Introduces the concept of conflict styles; a person's preferred way of dealing with the conflict situations. Participants take a self-administered assessment that reveals their dominant and less preferred conflict styles. The five conflict styles are discussed and evaluated for their positive and negative aspects in various conflict situations. Practical tips for dealing with other conflict styles are provided.
	Creating Collaborative Conflict Resolution Participants learn the value of finding solutions to conflict which fully satisfy the concerns of both persons. They learn and experience the role of emotions and self-management during conflict. They discover a protocol of communication ground rules that facilitate Collaborative Conflict Resolution, and a process within which to apply them.
	Skill Practice/Role Play Participants identify a real conflict situation they want to work on. They partner with two participants and take turns applying the tools and steps of Collaborative Conflict Resolution in respective role plays, giving and receiving feedback.

When interviewed, managers will often state they spend at least 25% of their time trying to resolve conflict situations.

Giving managers and team leaders effective skills for proactive conflict resolution may be one of the greatest productivity boosters an organization can provide its leadership.

In today's climate, leaders must recognize that conflict resolution is an intricate and constant part of their job. They must weigh the consequences of avoiding or postponing situations that will invariably escalate - often creating missed deadlines, loss of valuable employees and possible lawsuits.

Managing Collaborative Conflict Resolution is a one-day program for managers and team leaders that follows Collaborative Conflict Resolution. It presents a context for understanding that leadership necessitates proactive conflict management. It provides managers and team leaders with the tools for assessment, diagnosis and intervention within a variety of conflict situations.

Upon completing the training, participants will:

• Clearly understand the need for a manager or team leader to use proactive conflict resolution skills.
  
• Recognize the difference between productive and nonproductive conflict.
  
• Identify the early warning symptoms of conflict.
  
• Diagnose a conflict situation and recommend appropriate conflict resolution strategies.
• Be able to practice an informal process for resolving disputes between two employees.
• Be introduced to the steps of a conflict resolution process between managers and direct reports and between team members.
• Identify and develop different types of agreements for the conflict resolution process.

Module The Impact of Conflict Managers learn about their own perceptions of managing conflict, why they may avoid it and how it can critically impact the bottom line.	Module Diagnosing Conflict Participants learn how to spot the early warning signs of conflict and make clear business decisions regarding appropriate diagnosis and intervention.
Exercises/Discussions Include: Small Group Exercise: Spotting Conflict in the Early stages. THE Conflict Diagnosis Tool Exercise: "The Conflict Doctor" Conflict Resolution Strategies
Module Two Management Treatments for Conflict Managers learn the processes for manager to direct report conflict resolution and mini-mediation.	Module Skill Practice/Roll Play Participants identify real conflict situations they want to work on. They partner with participants and take turns applying the tools and steps of Managing Collaborative Conflict Resolution in respective role plays, giving and receiving feedback.

With companies scrambling to adapt to a changing economy, managers need to be able to hold skillful, timely, difficult conversations. For business to proceed with minimal disruptions and maximum input from its stakeholders, the capacity for managing difficult conversations has become a key competency.

Whether delivering difficult news, giving tough performance feedback, or changing policies, the reticence most managers feel about having difficult conversations with employees is common.

We named this reluctance "the avoidance syndrome." It causes frustration and low morale, poorly made decisions, stalled projects and loss of motivation.

During class, managers and team leads will spend a half-day learning how to create a rational framework for dealing with emotions that often feel irrational and difficult to work with. In addition, participants will practice a 5-Step Model for moving through difficult conversations.

Unlike many communication skills training courses, this class facilitates learning how to work with the wide range of emotions that people experience while having difficult conversations.

that to adapt to the current economic situation, companies have changed their compensation structure as well as their performance feedback processes? Managing Difficult Conversations has been sold multiple times to accompany the rollout of these new processes, giving managers a specific framework for having these conversations. Case studies can be easily customized.