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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 were recently delivering a workshop in collaboration with the West of England CIPD; the aim of which was to explore the variety of informal options available to resolve workplace conflict. It is a workshop that we have delivered a number of times, to line managers and… Read more »
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… 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 »
Conflict Resolutions 2019 by Alison Love I don’t really do New Year Resolutions and generally don’t like lists so I thought a list of resolutions would be an excellent idea! A resolution is defined as a “firm decision to do or not to do something”. Here is… Read more »
“Time heals all wounds, negative feelings eventually fade away” I have found it difficult to determine the origins of this saying and I am not sure that time alone always heals. Personally, I can recall historical situations which still hurt to some extent and in my experience… Read more »
A number of recent instructions for mediation services have not proceeded to mediation. It may be coincidence but it feels as though this is increasing. We would welcome your views to help us understand the barriers to mediation that you experience so we can explore what more… Read more »
What does a Navy SEAL have to do with having a difficult conversation you might ask? Whilst the context in which we have difficult conversations in the workplace is very different, the strategies and training used by Navy SEALs to prepare them to become hostage and crisis… Read more »
I sit on the Board for Restorative Bristol. Restorative Bristol’s vision is to become a city where individuals, agencies and services see restorative approaches as the first option for dealing with conflict. At a meeting of the Board this month and in honour of World Justice Day… 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.