Each
day of "Making Meetings Work" can be
conducted
separately or in tandem with other days.
Managing
and Resolving Conflict
1.
INTRODUCTION: Communication As A Management Tool
Communicating up, down, and across organizational
roles/lines
Making more effective meetings
Improving teamwork
Model Focus Group I: Introductions
2.
“WE CANNOT NOT COMMUNICATE”
Verbal,
non-verbal, and implicit communication
Communication styles: Gender differences
Communication styles: Cultural
differences
Scenario I : Reading the non-verbals
3.
STAGES OF GROUP DEVELOPMENT: The Emergence of Conflict
Enchantment and agreement
Disenchantment and disagreement
Sharpening focus on diversity of ideas
Brainstorming
new ideas and plotting new directions
Moving
toward consensual validation
4.
TENSION, CONFLICT, AND STRESS IN THE WORKPLACE
When communication fails
When reasonable people disagree
Sources and meaning of conflict
Critical differences in “multiple
perspectives on reality”
Gender and cultural diversity in expressing
conflict
The importance of managing conflict creatively
and swiftly
5.
THE POSITIVE SIDE OF CONFLICT
Harnessing conflict for team building
Uncovering deeply held values,
beliefs
Revealing hidden agendas
Bringing hidden problems
into focus
Stepping back to rethink
decisions
Gender and cultural diversity in harnessing conflict
Reinvigorating
teamwork
6.
THE COSTS OF UNRESOLVED CONFLICT
Confusion and resentment
Low
morale
Damaged
teamwork
Diminished
effectiveness and productivity
7.
CREATING AN OPEN ORGANIZATION
Safety
first
Reframing
evaluative comments
Finding
common ground
Moving on to constructive synergy: Effective decision-making
Creating
a more positive work climate: Effective problem-solving
Scenario II: Bringing a group to a decision
Scenario III: Helping a group solve a problem
8.
CONFLICT RESOLUTION: OIL OVER TROUBLED WATERS
Reducing tension
Harmonizing
Mediating versus arbitrating
Scenario IV: Resolving a conflict using three
different styles
WRAP-UP OF DAY 2
Model Focus Group Debriefing
