Managing High Emotions in Conflict By Dionne Dury
This was the fourth topic in our series of online webinars recently; The Art & Science of Conflict Resolution. We chose this topic because emotions play… Read more »
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It is par for the course as a manager that you will face having difficult conversations with staff from time to time. Such conversations might include tackling personal sensitive issues, providing developmental feedback, raising performance issues, disciplining staff or telling an employee that they are at risk of redundancy/losing their job.
It is natural to feel fearful of having a difficult conversation given the high level of emotion that is likely to be shown and not knowing or being able to control the other person’s reaction to that news. It is also a common fact that many managers have not had any formal training on how to have a difficult conversation and often shy away from having a face to face conversation in such scenarios.
The informal conflict resolution work that we do has helped me develop some key skills for having difficult conversations and I wanted to share some top tips that might help next time you are faced with a difficult conversation!
At Resolution at Work we can provide difficult conversations training in-house for line managers and HR professionals which can be tailored to suit your organisation (see here for further details). We can also provide individual one to one coaching to prepare for having a difficult conversation.
If you would like further information about this or any of our other services, please contact us at [email protected] or by calling 0800 0489 235.
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From my perspective the whole process has gone very smoothly, from my initial call with Alison through to Sarah your office manager completing our new supplier paperwork and of course John for being proactive in contacting me. Both [redacted] and [redacted] have also asked me to pass on their thanks to you, [redacted] also mentioned he was very impressed with the service that has been provided.
HR Manager |
This was the fourth topic in our series of online webinars recently; The Art & Science of Conflict Resolution. We chose this topic because emotions play… Read more »
I have recently become an accredited [email protected] coach and so have added this tool and skill set to the accredited conflict coaching models that I 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.