As part of this exercise each course participant completed the Thomas Kilmann Instrument exercise, and a comparative analysis of these reports was conducted and presented to the Bank, giving them a greater understanding of how individuals within the organisation manage conflict.
The Bank identified that the ability of its workforce to engage constructively with differences and conflicts is essential to organisational performance. Keen to adopt best practice for their organisation and their clients, ICSA approached CEDR after listening to conference presentation on conflict management skills for the workplace.
A mixture of workshops have been being held over a course of eight years with approximately banking professionals undertaking this course per year. CEDR has dedicated over days to this project over 3 years.
A recent review of the support delivered to date demonstrated that there is a strong common desire for less destructive workplace conflict and a recognition that the workshops have had a real and positive impact on the ability of staff and managers to contribute towards this in their daily work context.
The third day was a practice day of shared learning and dedicated to a single detailed case study. Over two interactive days participants practiced the skills and processes required as a mediator and to hold a difficult conversation.
As part of their Compliance Skills Development Programme, HM Revenue and Customs wanted to maximise the opportunity for their 2, employees over 17 locations to resolve disputes early in the case management process, for both organisational efficiency and customer satisfaction.
Case Study — Banking Need: Over 6 days CEDR training consultants delivered a workplace mediation skills training course. CEDR were engaged with a simple objective: Due to a range of factors, a negative culture had developed and team members were in conflict between themselves and with their manager.
CEDR were invited to assist the organisation in developing their in-company mediation service through improving skills and supervising existing workplace mediators within the organisation. CEDR trainers facilitated workshops to raise awareness of personal conflict styles, and how and when to adapt them when working with clients and other negotiation teams.
A key part of the project was the Training Needs and Learning Analysis that was conducted before the implementation of the conflict management workshops. The afternoon looked at on how to identify and apply a framework for having difficult conversations, managing emotions, asking effective questions and active listening.
Through one-on-one interviews and staff surveys, CEDR consultants conducted a training and needs analysis in English and French. Challenges include managing up the line, having difficult conversations with peers and coping with inter-cultural differences.
The first day concentrated on different types of workplace conflict, an introduction to the range of style of handling conflict and enabling participants to identify their own preferred style. CEDR first conducted an initial analysis to identify the causes and patterns of conflict and of the organisational culture of the Bank.
After designing the training based on study results and input from senior management at the UNHCR, CEDR delivered conflict management, mediation skills for managers, training for trainers and mediation skills training in 7 countries with over staff over 18 months.
The second day, introduced the delegates to the concept of mediation and its effectiveness in relation to workplace conflict. As part of personal development initiatives to enhance client relationships, associates and partners undertook conflict styles training in their London offices.
This information was then used to design a process to create a more effective team. Topics that were covered included question and listening skills, coping with conflict styles, mediation phases and mediator competencies. To support the training, a handbook was produced and role plays written.
One day of training was dedicated to refreshing the mediation skills of a broad range of House of Commons employees, and the second concentrated on developing the conflict management skill-sets. The UN Agency were keen to maximise the positive and creative potential of constructive conflict and the ability of staff to manage conflict proactively while minimising the impact of destructive conflict.
It encourages the staff to deal with challenging issues in an open and transparent manner. English and French-speaking staff delivered the training in their headquarters in Geneva. Skills menu Case studies These case studies represent a sample of our work in equipping individuals and teams with conflict management and resolution skills.
The workshop highlighted effective mediation skills, guided delegates through a mock mediation and concluded on a discussion about how to introduce a mediation culture. Senior decision makers could see that left resolved poor management of tensions and conflict would carry significant costs in terms of business performance, talent retention, employee engagement and wellbeing and were proactive in seeking a solution.
They have also reported that they are understanding and finding new ways of dealing with tension. One-to-one conversations with each team member helped to understand what they felt the issues to be addressed were. CEDR has so far dedicated over consultant days to this project over 3 years and will continue to work closely with the Bank in the coming years with the aim that all employees will eventually be trained in these essential shared skills.
In the context of the building of Heathrow Terminal 5, British Airways were aware of the importance of managing difficult conversations and situations both with their employees and their passengers. Styled around a negotiation framework, the course included sessions on trust and emotion, value leverage and creativity, supported by substantial role play, exercises and coaching.
To encourage take-up of mediation under the internal scheme as it is felt that a lack of awareness of what mediation involves is preventing take-up To reduce the number of difficult situations which become problematic either because they are not being addressed early enough or in some cases appropriately To assist line managers to deal with the increased responsibilities as a result of the restructuring of HR responsibilities.Conflict Resolution - Case Studies Case Study #3 Catherine and Antoine The students in a Grade 3 class are painting.
Catherine is using a large paintbrush, but wants a smaller one to finish her work. Antoine is also using a large paintbrush. Transcript of Conflict management & case studies.
Political Perspective Human Resources Perspective Conflict Management Conflict management:From HR & Political Perspectives Conflict management: negotiation and resolution amongst all parties satisfy the (psychological) needs of employees, maintain physiological and security of.
Kolb and Bartunek, editors of Hidden Conflict in Organizations, bring to light the dynamics of informal conflict resolution. In this context, informal conflict resolution is defined as resolution facilitated by organizational members through other means than the formal processes of grievances, investigations and litigation (Kolb and Bartunek, Workplace dispute resolution and the management of individual conflict – a thematic analysis of 5 case studies.
Richard Saundry – Plymouth Graduate School. Conflict Management Case Solution,Conflict Management Case Analysis, Conflict Management Case Study Solution, Question 1 The type of conflict in the given situation is Intragroup Conflict.
The intragroup conflict is the conflict which arises amongst the. Case studies These case studies represent a sample of our work in equipping individuals and teams with conflict management and resolution skills. For more information on our courses and programmes contact the training team on or email [email protected]Download