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I find it really hard to believe that it is 10 years since I took a leap of faith and left my secure position as a partner in a law firm to start my own business in the very uncertain and undeveloped world of workplace mediation and… Read more »
The need for investing in early and informal conflict resolution has never been greater. I have said many times before that employers should adopt a strategic approach to resolution and that the formal grievance has had its day. Research does suggest that more and more employers are… Read more »
We are now one year on from lockdown number one in March 2020. Who would have anticipated at that time how much the world was about to change and that we would still be in lockdown one year on? This time last year So, what was happening… Read more »
We are all being challenged to do things differently and to work in ways that may be unfamiliar to us. We have had a good hard look at the way we have traditionally provided services, challenged our own thinking and now provide all our services remotely; including… Read more »
We are all having to adapt rapidly to many challenges during this difficult time. I have to admit that I have been struggling to come to terms with what is happening and the impact on all our lives. I am also worrying about family and friends who… Read more »
I have been working with Jayne Jones of Positive About People on a development tool for teams that enables them to objectively identify and discuss the underlying causes of conflict and improve team working. We have a prototype tool, have done some road testing and see potential… Read more »
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… Read more »
Whilst mediation can be very powerful it is not always appropriate or possible in every case so it is necessary to have a range of tools at your disposal. Conflict coaching is a very good one to have in your tool box. Three years ago I trained… Read more »
As we have previously extolled; the benefits of carrying out a robust workplace investigation cannot be underestimated. It will reduce the number of appeals and legal challenges and ensure that the employee feels that they have been listened to and heard. So here are some of the… Read more »
I have recently completed a Mental Health First Aid course. The reason for doing this course was to ensure that when I am working with people in conflict situations, I am taking full account of the individual’s mental health and that I am not unwittingly exacerbating any… Read more »
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I have found the experience of coaching extremely positive. From the initial assessment of my traits (using the CDP Model) to working one to one with Naomi, I have managed to identify personal development objectives and have been provided with new techniques and support to achieve them. I cannot recommend this service more, especially for people in the Veterinary industry that often do not receive these skills within their training. I feel much more confident in completing my job role with minimal personal stress.
Emma Martin, Head RVN and JVP, Vets4Pets |
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.