What to Do When Conflict Happens - CRM Learning management.This workshop will help employees master skills to successfully resolve conflict situations and avoid future ones. Participants

What to Do

When Conflict Happens

Table of Contents: Sample Pages from Leader’s Guide and Workbook………..pgs. 2-15 Program Information and Pricing…………………..…………pgs. 16-17

PPRREEVVIIEEWW GGUUIIDDEE

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LEADER’S GUIDENOBODY’S LISTENING

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LEADER’S GUIDEWHAT TO DO WHEN CONFLICT HAPPENS

BACKGROUND

INTRODUCTION

Workplace conflict haunts organizations every day – it leads to lost productivity, diminished morale,and decreased performance.And, it is very expensive – it will have a negative effect on yourorganization’s bottom line through increased employee absenteeism, decreased job performance,and poor customer service. If employees escalate their conflict to combat status, the entireorganization is affected.

If you wait to discipline employees after interpersonal conflict grows, their conflict may start toaffect the performance of others in the group.Waiting is an unproductive, reactive approach.Instead, what you need as a manager is a proactive approach: a method to help your employeeslearn how to resolve small conflicts and uncomfortable situations before they grow into somethingrequiring your intervention. Many employees do not feel they have the responsibility to resolveconflicts – that solving problems between employees is a manager’s responsibility.When employeesare given a tool that helps them analyze, discuss, and resolve conflicts in a cooperative andrespectful manner, everyone wins.

The CALM model introduced in When Conflict Happens is an effective and practical way to meetyour real goals: improved performance throughout your department.This workshop will help youmentor your employees through the conflict resolution process, and provide them with the skills toresolve most workplace conflicts on their own.

HOW THIS WORKSHOP EXPLORES CONFLICT RESOLUTION

CRM Learning’s When Conflict Happens workshop provides the video and workshop resources topresent a focused, thought-provoking session on this vital topic. Most employees do not know theyare responsible for resolving their own conflicts, which has often been viewed as a responsibility ofmanagement.This workshop will help employees master skills to successfully resolve conflictsituations and avoid future ones.

Participants will evaluate the development of conflict, how it affects the workplace, and how toresolve conflicts that occur. Most importantly, the workshop teaches a thoughtful, effective approachusing the CALM model to address and evaluate these situations. Examples of conflicts aredemonstrated through concise, expressive videos. Participants can role-play situations using theskills they learn, and take those skills back to their desks to apply to their own situations.

Managers and supervisors will develop new skills to mentor their employees through the conflictresolution process, as well as skills in mediating and even mandating resolutions when required.

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WHO SHOULD ATTEND THE WORKSHOP?

CRM Learning’s When Conflict Happens workshop is designed for line staff, with a separate optionalLeadership Module for leaders, managers, supervisors, and other staff responsible for managing theirfellow employees.

Note: The design of the workshop assumes that all participants are from the same organization.

Workshop material should be presented in a group setting where the responses of others can beshared.We recommend limiting the group to no more than 16 participants to promote activediscussion of the workshop topics.

WHEN TO USE THIS PROGRAM

As with any training activity, a clear purpose for using the program will encourage participation andfollow-through.

Use the When Conflict Happens workshop as:

• The core content for a new approach to conflict resolution.

• A refresher for management and supervisory staff.

TRAINING DESIGN

The workshop agenda runs about 3 hours, depending on the length of discussion and the use of theoptional activities.We encourage you to add or remove activities from the overall plan to meetyour specific needs or time constraints.

Workshop Segment Workbook Duration (min)

Workshop Introduction Page 3 15 minutes• Workshop Purpose• Objectives, Ground Rules and Logistics• Participant Introductions

Activity 1: Survey Page 4 15 minutes• Complete the Looking at Conflict survey• Discuss results

Activity 2: Video Presentation Page 5 25 minutes• Video Introduction• When Conflict Happens Video

Video Review Page 5 10 minutesGroup discussion of video concepts

Break 10 minutes

Activity 3: Staying CALM 10 minutesReview the CALM model

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Workshop Segment Workbook Duration (min)

Step 1: Clarify the Issue Page 6 20 minutes• Complete Primary and Secondary questions• Discuss with group

Step 2:Address the Problem Page 7 10 minutes• Draft opening and Issue Description statements• Role play with partner

Step 3: Listen to the Other Side Page 8 5 minutesReview tips for effective listening

Step 4: Manage Your Way to Resolution Page 9 5 minutesReview steps to achieve resolution

Break 10 minutes

Activity 4: Role Play Page 10 30 minutes• Practice using the CALM model Role-play Handout,• Debrief and discuss 60 (Leader’s Guide)

Activity 5: When There’s No Time to Plan Page 11 5 minutes• What to do when there is no time to use

the CALM model• Discussion

Workshop Summary 10 minutes

Total Estimated Time 3 hours

Optional Activity: Leadership Module 45-60 minutes• Review Manager’s responsibilities• Introduce the Three “Ms”: Mentor, Mediate,

Mandate• Role-play and discussion

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LEADING THE WORKSHOP

The major components of the When Conflict Happens workshop are the videotape/DVD, activities,and discussions.Your role is to facilitate these activities, encourage participation, and manage theschedule.

TIME MANAGEMENT

Part of your preparation should involve a review of the suggested timing for the workshop (seeTraining Design, page 5).Approximate timing for each activity is also listed in the Presentation Script.

Use these estimates as guideposts as you deliver the training. They will keep you on track and letyou know if you are falling behind, or whether you have more time available for discussion andother supporting activities.

When you announce that a specific activity is to take about “X” minutes, keep one eye on theclock, and the other eye on the participants’ progress.They may require more or less time than youhave allotted.

Stop and Go

If you are using the DVD version, you can easily start and stop the video presentation if you wouldlike to cover the steps in the When Conflict Happens process in a more focused manner, or if youhave time constraints.

Use the main menu to select a video segment to play.Then, refer the participants to the appropriateWorksheets and complete the exercises related to the video segment you just played.

ASKING QUESTIONS

The Presentation Script suggests questions and discussion points. Select those that seem mostappropriate for your group and their likely concerns. As part of your preparation, consider thatdiscussion is likely to be very active, and participant responses will raise issues you’ll want topursue.

Ask open-ended questions whenever possible. Open-ended questions encourage discussion becausethey cannot be answered with simple “yes” or “no” responses.Examples of open-ended questions are:

• How do you feel when you have a conflict with a co-worker?

• What happens if you just wait for a conflict to “go away” on its own?

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Avoid asking closed-ended questions that can be answered by “yes”,“no,” or other very briefanswers, as these types of questions limit thinking and discourage discussion. Examples of closed-ended questions are:

• Do you feel uncomfortable when you have a conflict with a co-worker?

• Will a conflict resolve itself if you just wait awhile?

Don't be concerned if you cannot provide firm answers to all of the discussion questions in theworkshop outline – many of them are quite subjective and you should rely on the group for theanswers that work for your organization.Take careful notes about issues that may need to be raisedin future discussions or meetings.

RELATING THE MATERIAL TO THE PARTICIPANTS

The discussions and activities in this workshop are designed to help the participants develop newperspectives on the selected topic.

Facilitating the activities in the Workshop requires a respect for the unique nature of eachdepartment in the organization, and the fact that there are many ways to lead and work in adepartment or large organization. Sharing past experiences and current issues should beencouraged, keeping in mind that issues related to personalities should be avoided in this type ofpublic forum.

Reinforce the idea that there are no right or wrong responses to many of the issues raised in theworkshop.

RUNNING THE ACTIVITIES

The activities in this workshop are designed to help the participants build awareness and skills bothduring and after the training. Urge them to be both honest and realistic as they complete them.

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PRESENTATION SCRIPT:WHEN CONFLICT HAPPENS

Note: This workshop is designed to be presented in a 3-hour session.

PURPOSE OF WORKSHOP AND EXPECTED OUTCOMES

Time: 11 minutes

SLIDE #1:WORKSHOP TITLE

INTRODUCE yourself, welcome the participants, and make a brief comment about how excited youare to discuss a subject people don’t like to talk about: conflict.

ASK

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Kickoff questions:

• What’s the overall attitude in your workplace? Do people often seem to be at odds with each other?

• What’s wrong with a little conflict anyway? What are the positive and negative aspects of workplace conflict? (Allow some discussion of thisquestion).

Point out that workplace conflict haunts organizations every day; it leadsto lost productivity, diminished morale, and decreased performance.And,it’s expensive. It can negatively affect the bottom line through employeeabsenteeism, health issues, legal problems, and poor customer service.

Would you agree that it’s a good idea to reduce workplace conflict? If so, thisworkshop will help you develop strategies to do it!

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SAY

SLIDE #2:WORKSHOP OBJECTIVES

STATE the workshop’s objectives to the group.These are listed on page 3 of their Workbook.

WORKBOOK PAGE 3

After completing this workshop, participants will:

• Become more aware of the signs of workplace conflict.

• Recognize the negative impact conflict has on them, their organization, and others.

• Recognize that they have a responsibility to resolve conflicts when they occur.

• Learn and practice a CALM approach to conflict resolution: Clarify the Issue,Address the Problem, Listen to the Other Side, and Manage Your Way to Resolution.

Before we get started, let’s go around the room and introduce ourselves. Pleaseshare, very briefly:

• Your name

• Your department or job position

• When you see conflict on the job, what does it typically involve?

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Ground Rules

Explain the ground rules for the workshop:

• No one involved in a situation being discussed should be identified by name, and all discussions will remain confidential.

• Encourage everyone to participate, and reassure participants they will not be required to discuss any opinions or experiences they are not comfortable sharing.

Logistics

Review any necessary logistics for the workshop:

• Cell phones need to be turned off.

• Refreshments and/or breaks (if applicable).

• Location of restrooms and emergency exits.

• See if anyone needs to leave the session early and, if so, when.

ACTIVITY 1: SURVEY

Time: 15 minutes

Participants explore and discuss common conflict misconceptions.

SAY

WORKBOOK PAGE 4

Ask participants to turn to the Looking at Conflict survey in their Workbook (page 4) and markthe statements as Agree, Maybe, or Disagree.

The survey is completed individually and then reviewed as a group.

SAY

Let’s complete a quick survey.

Let’s quickly review the survey.

• How many of these items were easy to classify as Agree or Disagree?

• Let’s take a quick tour of these 10 items, which the authors of this program feel are common misconceptions about conflict in the workplace.

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SLIDE #3: MISCONCEPTION 1

SAY

SLIDE #4: MISCONCEPTION 2

SAY

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Conflict is inherently bad and unhealthy.

Welcome, accept, and utilize the positive aspects of conflict. Remember thatdifferences of opinions can create new ideas.

Conflict is unhealthy when it affects our ability to work together and get thingsdone.

Conflict doesn’t occur that often in the workplace.

Conflict is more than just the big blow-ups; it’s all the little things that annoyeach of us every day.

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LEADERSHIP MODULE (OPTIONAL)

This optional activity should be used when you are working with a group of leaders, managers orsupervisors.

Note: There is a separate set of slides for the Leadership Module on your CD-ROM.

Time: 45-60 minutes

LEADERSHIP SLIDE #1: LEADERSHIP MODULE

SAY

When it comes to interpersonal conflicts, the individuals involved have theprimary responsibility to resolve them. But sometimes, the two parties can’tfind a solution – even if they are using the CALM model.That’s when you, as themanager, need to step in.

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LEADERSHIP SLIDE #2:A MANAGER’S RESPONSIBILITIES

SAY

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Before we get to how you step in, let’s talk about what you, as a leader, can doto prevent conflict in the first place.There is no way to eliminate ALL workplaceconflicts, but you can reduce them in number and severity by doing thefollowing:

Clarify your expectations

• Be sure every team member understands that cooperation and communication are job requirements.And, make sure each employee’sgeneral job requirements – and any specific task requirements – are madevery clear to them.

Set the example

• You get what you expect. Model the behaviors you expect from others. Be a good example of conflict resolution.

Reinforce desired performance

• Recognize team members who work well with others, both publicly and privately.

Hold everyone accountable

• Again, cooperation, communication and teamwork should be actual categories for performance reviews, and there should be realconsequences for employees who don’t meet these expectations.

However, no matter how well everyone gets along in the workplace, anoccasional mishap will occur.

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Agree Maybe Disagree

1. Conflict is inherently bad and unhealthy.Notes:

2. Conflict doesn’t occur that often in the workplace.Notes:

3. Conflict is always a matter of right vs. wrong.Notes:

4. Conflicts are the result of clashing personalities.Notes:

5. Conflict is most prevalent in crisis situations.Notes:

6. Most conflicts resolve themselves over time.Notes:

7. People usually know when they’ve disturbed someone else.Notes:

8. Conflicts only impact the disputing parties.Notes:

9. Resolving employee conflict is management’s responsibility.Notes:

10.Conflicts continue mostly because of stubbornness and a lack of caring.Notes:

LOOKING AT CONFLICT

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PARTICIPANT WORKBOOKWHAT TO DO WHEN CONFLICT HAPPENS

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Primary Questions

1. What am I upset about? In specific behavioral terms, what actually happened? Who else is involved? What did they do?

2. What emotions am I feeling: anger, hurt, frustration? Why am I feeling that way?

3. Have I contributed to the problem?

4. Am I just overreacting? If so, why?

5. In terms of actions and relationships, what are my desires for an outcome to this conflict? What will successful resolution look like?

6. If I were the other person involved in this situation, how would I want to be approached and dealt with?

Secondary Questions

7. Where may the other person have been “coming from”? How might he or she have been motivated by good intentions?

8. Has this happened before, or is this a first-time occurrence?

9. How is this situation affecting me and my work? Are others impacted? If so, how?

10. When dealing with this issue, what can I do to increase my chances of getting the results I want? What counter-productive behaviors do I want to avoid?

Step 1: Clarify the Issue – Conflict Clarification Questions

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The Opening

I need your help to solve a problem I’m facing…

Define the Issue

Exactly what happened:

How it made you feel:

The negative impacts the situation has caused:

Step 2: Address the Problem

Other things to remember:

1. Have a walk-in strategy; you may want to practice what you plan to say.

2. Don’t repeat what co-workers have said; this is between the two of you.

3. Keep the end in mind; the goal is not to win an argument.The goal is to reach a respectful,collaborative result.

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Background Information

CRM Learning’s What to Do When Conflict Happens training program provides the video and workshop resources to present a focused, thought-provoking session on this vital topic. All employees will develop new skills to help them with conflict resolution in the workplace.

During the workshop, participants will analyze possible situations in their own work environments and develop ways to solve conflict in a constructive way using the C.A.L.M. model. They will learn how to examine why a conflict is happening, why they feel the way they do, and they will also learn what they need to keep in mind as they address a conflict situation.

Materials Included With

What to Do When Conflict Happens

The What to Do When Conflict Happens workshop package includes a structured training design to support a 3-hour workshop experience plus an optional 1-hour module for organizational leaders.

The chaptered DVD illustrates the problem of conflict in the workplace, and introduces the C.A.L.M. model to resolve this conflict. The video also includes optional Leadership Discussion Segments. The DVD is closed-captioned

The Leader’s Guide provides an introduction to the Workshop and a Presentation Script to help facilitate it. Workshop activities and structured discussions help participants explore their own beliefs about workplace conflict and teach tactics for conflict resolution. An optional training design is included for leaders, managers and supervisors.

A PowerPoint Presentation on CD-ROM includes slides to support the scripted presentation. Also included is a PowerPoint for the leadership training design.

The Participant Workbook provides worksheets for completing the activities and space for notes. Included is a Post-Training Assessment for trainees to rate themselves on different aspects of conflict and where they would like to improve. 10 workbooks are included with purchase.

The Reminder Card spells out the C.A.L.M. model, and is distributed to participants at the workshop’s conclusion for their use following the session. 10 Reminder Cards are included with purchase.

The Book What to Do When Conflict Happens by Eric Harvey and Steve Ventura is the book the video program is based on. 1 copy is included with purchase.

Program Information and Pricing

Purchase Price: $995.00

Rental Price: $275.00 (does not include Participant Materials)

Preview Price: Free

Video running time: 21 minutes

Materials included with purchase: chaptered DVD with the Main Program and Leadership Discussion Segments, Leader’s Guide, CD-ROM with PowerPoint®

presentation, 10 Participant Workbooks, 1 What to Do When Conflict Happens Handbook, 10 Reminder Cards

Quantity Pricing Discounts

What to Do When Conflict Happens Workshop Package 2 copies 10% off 3-5 copies 15% off 6-10 copies 20% off 11-15 copies 25% off

Industry discounts may apply. Call your Sales Consultant for more information. Participant Workbooks 1-50 $14.95 each (list price) 51-250 $13.46 each (10% off) 251-500 $12.71 each (15% off) 501+ $11.96 each (20% off)

Reminder Cards (sold in packs of 10)

1-50 packs $5.00 each 51-250 packs $4.50 each (10% off) 251-500 packs $4.25 each (15% off) 501+ packs $4.00 each (20% off) (contents, pricing & discounts subject to change without notice)

Documents

What to Do When Conflict Happens - CRM Learning management.This workshop will help employees master skills to successfully resolve conflict situations and avoid future ones. Participants