CIPD in Wales Awards 2024 Best Learning and Development Initiative
We had a fabulous evening at the CIPD in Wales awards on Friday! We wined, we dined and we danced the night away. It was fantastic… Read more »
Email: [email protected] Tel: 08000 489235 LinkedIn
How is it that some people can bounce back from life’s difficulties whilst others struggle to do so? Similarly, some can move on from conflict situations seemingly with ease while others find it much more difficult. This blog explores the link between resilience and conflict resolution and how to improve resilience and the ability to positively manage conflict.
A definition of resilience is:
“That ineffable quality that allows some people to be knocked down by life and come back stronger than ever. Rather than letting failure overcome them and drain their resolve, they find a way to rise from the ashes.”
The following factors are said to contribute to and be an indication of resilience:
With the increased pressures and stresses of life and work, resilience has become more and more important. An employee who is resilient will have improved well-being and less absence, will be able to adapt to change and difficulties more easily, learn from failure and welcome challenges. It is not difficult to see that all these characteristics or traits are important both to individual well-being and organisational performance.
Some individuals have certain personality traits that help them to be more resilient, but the good news is that we are all capable of improving our resilience. There are various approaches to enhancing resilience, with coaching or psychometric tools that can support this (we use the Mental Toughness Q48 tool). Some of the things that can help to learn from stressful events and improve resilience are:
The key skills to positively manage conflict include many factors that are common to high resilience.
So, improving resilience can improve conflict resolution skills as much as improving conflict resolution skills can be enhance resilience with both going hand in hand.
The Conflict Dynamic Profile (CDP) directly recognises the link between resilience and conflict resolution and is based on encouraging people to manage conflict rather than avoid it. The CDP puts a lot of emphasis on the emotional elements of conflict, measuring hot buttons – the behaviours in others that get us “hooked”. The CDP also looks at ways that people respond emotionally and measures the degree to which they hide, express, or act out emotions and helps people understand what triggers them in the first place, as well as how they can better manage their emotions.
Pierre Naquet, president of the Institute of Workplace Dynamics in Paris, notes, “People can increase their resilience and prepare themselves to bounce back from the stress of workplace conflict. This can play a very important part role in improving their quality of life.
We now have a number of conflict coaches who are accredited in using the CDP (alongside other models and approaches) to support individuals in conflict situations and develop both resilience and ability to better manage such situations. This is a great addition to our tool box.
For more information on how conflict coaching can be used to support those struggling with moving on from or managing conflict please see here. Alternatively please do not hesitate to contact us on [email protected] to discuss what support is available.
Alison Love
Follow us on LinkedIn, where we provide details of latest news, upcoming events and links to interesting articles around the topic of conflict resolution, mediation and training.
The report was very professional, it dealt with all the issues raised and was particularly thorough. It clearly took the time to fully understand all of the issues and background. It was complex but the report really helped to break it down and I’m hoping we can progress in a positive manner following the recommendations.
Group HR Manager, Energy Sector |
We had a fabulous evening at the CIPD in Wales awards on Friday! We wined, we dined and we danced the night away. It was fantastic… Read more »
3 new members of the Resolution at Work team have recently become certified in the fantastic Conflict Dynamics Profile model for conflict coaching, and we have… Read more »
It is not uncommon for conflict to arise between different teams. This can have considerable impact on both individuals and performance. A number of approaches can be used in this sort of scenario, including neutral assessment, team facilitation and group mediation.
Agreement could not be reached to enter into mediation in this situation and therefore coaching was an alternative support provided to one of the parties. The relationship between a majority shareholder and a shareholder/director was causing conflict. The relationship would be ok at times but disagreements would flare up from time to time and this was beginning to impact on the business.