CONFLICT TRAINING

Managing conflict well is not a natural skill, but it is a skill which can be taught and learned. Transpectives' conflict training programs are designed to result in a "hot cognition" where the head and heart combine to produce real change. Our goal at Transpectives is to help you increase your capacity to do conflict well.

Upcoming Transpectives Conflict Workshops:
Note: Click on the workshop for detail

These workshops are open for anyone to attend and are being held in Vancouver.

Engaging Difficult Behavior – March 4th and 5th in Vancouver

Engaging Difficult Conversations - April 8th and 9th in Vancouver

Rebuilding Trust - May 13th and 14th in Vancouver

The cost of each workshop is $495.00 (excluding GST) due on registration and includes course materials. If all three workshops are attended and paid for by March 1st the cost will be $1,235.00 (a saving of $250).

To register:

Send your registration form in today (click here to download form) or
Call 604 599-8914 or
Email us at info@transpectives.com

WORKSHOP DETAILS:

Engaging Difficult Behaviour
From Difficult Behaviour to Purposeful Action
March 4th and 5th 2007

Difficult Behavior Has an Uncanny Capacity to Derail Strategic Initiative

How often does it happen that a well thought through plan of action is sidelined not as a result of incompetence or lack of determination but because of a person who makes it difficult. Often the extra energy required to overcome the inertia to change is wasted on the hurdle of difficult behaviour. There appears to be an unwritten law of systemic change that the “difficult person” will be in position to leverage the change. In designing and facilitating strategic change over the years we have come to realize that unless this “difficult behaviour” is dealt with differently, significant energy and resource will be wasted. That’s why this workshop is part of our strategic suite.

Some Behaviors that Make for Difficult People

Back-stabbing. Gossip
Passive aggressive behaviour rather than dealing directly with the problem
Easily offended (oversensitive, taking everything personally)
Outward agreement – inward disagreement
Duplicitous behaviour (two-faced) yet carry it off in such a subtle and masterful manner that it’s hard to pin down
Reneging on responsibility – others end up picking up the slack
Critical and negative – “nothing is ever good enough and everything is viewed through a dark set of glasses”
Looking out for #1. Selfish. Consumed with polishing their own image. Taking credit that belongs to someone else.
Incompetence and pretend it doesn’t exist or do nothing about it

How to Engage Difficult Behavior

As much as you don’t like these behaviors, it’s possible that your response to them inadvertently maintains the very behaviors you want extinguished. This workshop will help you see what it is that you do to maintain it and will explore how you can respond differently to guarantee the best possible outcome.

Engaging Difficult Conversations
The Anchor to Strategic Organization Culture Change
April 8th and 9th 2008

Recognize Difficult Conversations

Think about difficult conversations:

You’re in a conversation when something changes and within an instant the discussion has taken on a significance that you did not anticipate. You wonder if this is an opportunity or bad news
You’ve been intending to have that important conversation but can’t bring yourself to do it
Just thinking about having that conversation gets your heart racing. How do you start and how do you manage yourself when the going gets really tough?
In your mind you keep going over what happened and wonder how you might have done it differently to impact the outcome
In your heart of hearts there is a call for action yet you are torn because the fear of the consequences of action taken is strong.

In this workshop you will learn to recognize difficult conversations whether they emerge in the course of normal conversation or have been skilfully avoided for some time.

Why engage difficult conversations?

Quite simply because it’s too costly not to! We are held hostage by our fear that we’ll make it worse, do irreparable damage, or that one of us will lose control. Yet not to engage the difficult conversation means that we are failing to deal with the conflict that causes us significant stress and is costly to the organization. This workshop will help you realize that you have more influence on the outcome of a difficult conversation then you had imagined.

How to engage difficult conversations.

Often the success with which we have avoided difficult conversations means that we haven’t had enough practice with good outcomes. In this workshop you will gain tools and techniques which will enable you to successfully engage difficult conversations and more importantly stay with the conversation rather than abandoning it when it becomes truly difficult. A key to our approach is managing yourself as the foundation to the effective engagement of these conversations.

Difficult Conversations as the Foundation for an Innovative Workplace

Understand the strategic advantage of successful “difficult conversations”. Model the value of addressing issues directly and having those difficult conversations with characteristic style and professionalism. Watch how your engagement sets the standard and cascades down throughout the organization. Explore the ways in which your leadership can positively impact the capacity of your organization to do conflict well and open the gateway for real innovation.

Rebuilding Trust
May 13th and 14th 2007

One of the significant challenges of leading in a high performance team is the capacity to build trust in the workplace. This workshop explores the understanding and practice of trust building trust from the perspective of the various roles the leader fulfils.

Trust Broken

Understand the significance of trust in relationships. Examine the impact of and responses to broken trust.

Inner Conflict in Rebuilding Trust

Understand the value of inner conflict in differentiating self from other in the process of rebuilding trust

The Truth Acknowledged

Establishing and acknowledging truth are critical steps in the process of rebuilding trust. Circumventing the truth bypasses the injury and with it the possibility of rebuilt trust in a healthy relationship. To rush this step compromises the outcome.

Forgiveness

Acknowledging truth often leaves in its wake, a need for forgiveness. The process of forgiveness cannot be short-circuited and depending on the offence committed, it is neither swift nor clean. Discover what you need to do to set yourself free and to facilitate this in others.

Reconciliation

Understand the conditions necessary for reconciliation to occur. In this module the conditions and process for effective reconciliation are explored in the context of managing workplace relationships.

Reconciliation When its Impossible

What are the options when reconciliation seems highly unlikely because the offender is either unavailable or unrepentant? The temptation is to stay stuck on the offence committed. Injustice cries for a voice. Release from the entanglement of the past can be a lonely road. You may have to make a unilateral decision, for your own sake, to make peace with the past and engage the future with hope. In your role how do you enable this process in others?

Rebuilding Trust

The process of rebuilding trust isn’t what you expect. It takes more time than you think, is more involved than you‘d like to believe and feels very different than you anticipated.
In this module a number of processes and tools for restoring workplace relationships are examined and practiced.


Home Workplace Conflict Family Business Edge Life Coaching Conflict Training About Us Contact Us	CONFLICT TRAINING Managing conflict well is not a natural skill, but it is a skill which can be taught and learned. Transpectives' conflict training programs are designed to result in a "hot cognition" where the head and heart combine to produce real change. Our goal at Transpectives is to help you increase your capacity to do conflict well. Upcoming Transpectives Conflict Workshops: Note: Click on the workshop for detail These workshops are open for anyone to attend and are being held in Vancouver. Engaging Difficult Behavior – March 4th and 5th in Vancouver Engaging Difficult Conversations - April 8th and 9th in Vancouver Rebuilding Trust - May 13th and 14th in Vancouver The cost of each workshop is $495.00 (excluding GST) due on registration and includes course materials. If all three workshops are attended and paid for by March 1st the cost will be $1,235.00 (a saving of $250). To register: Send your registration form in today (click here to download form) or Call 604 599-8914 or Email us at info@transpectives.com WORKSHOP DETAILS: Engaging Difficult Behaviour From Difficult Behaviour to Purposeful Action March 4th and 5th 2007 Difficult Behavior Has an Uncanny Capacity to Derail Strategic Initiative How often does it happen that a well thought through plan of action is sidelined not as a result of incompetence or lack of determination but because of a person who makes it difficult. Often the extra energy required to overcome the inertia to change is wasted on the hurdle of difficult behaviour. There appears to be an unwritten law of systemic change that the “difficult person” will be in position to leverage the change. In designing and facilitating strategic change over the years we have come to realize that unless this “difficult behaviour” is dealt with differently, significant energy and resource will be wasted. That’s why this workshop is part of our strategic suite. Some Behaviors that Make for Difficult People Back-stabbing. Gossip Passive aggressive behaviour rather than dealing directly with the problem Easily offended (oversensitive, taking everything personally) Outward agreement – inward disagreement Duplicitous behaviour (two-faced) yet carry it off in such a subtle and masterful manner that it’s hard to pin down Reneging on responsibility – others end up picking up the slack Critical and negative – “nothing is ever good enough and everything is viewed through a dark set of glasses” Looking out for #1. Selfish. Consumed with polishing their own image. Taking credit that belongs to someone else. Incompetence and pretend it doesn’t exist or do nothing about it How to Engage Difficult Behavior As much as you don’t like these behaviors, it’s possible that your response to them inadvertently maintains the very behaviors you want extinguished. This workshop will help you see what it is that you do to maintain it and will explore how you can respond differently to guarantee the best possible outcome. Engaging Difficult Conversations The Anchor to Strategic Organization Culture Change April 8th and 9th 2008 Recognize Difficult Conversations Think about difficult conversations: You’re in a conversation when something changes and within an instant the discussion has taken on a significance that you did not anticipate. You wonder if this is an opportunity or bad news You’ve been intending to have that important conversation but can’t bring yourself to do it Just thinking about having that conversation gets your heart racing. How do you start and how do you manage yourself when the going gets really tough? In your mind you keep going over what happened and wonder how you might have done it differently to impact the outcome In your heart of hearts there is a call for action yet you are torn because the fear of the consequences of action taken is strong. In this workshop you will learn to recognize difficult conversations whether they emerge in the course of normal conversation or have been skilfully avoided for some time. Why engage difficult conversations? Quite simply because it’s too costly not to! We are held hostage by our fear that we’ll make it worse, do irreparable damage, or that one of us will lose control. Yet not to engage the difficult conversation means that we are failing to deal with the conflict that causes us significant stress and is costly to the organization. This workshop will help you realize that you have more influence on the outcome of a difficult conversation then you had imagined. How to engage difficult conversations. Often the success with which we have avoided difficult conversations means that we haven’t had enough practice with good outcomes. In this workshop you will gain tools and techniques which will enable you to successfully engage difficult conversations and more importantly stay with the conversation rather than abandoning it when it becomes truly difficult. A key to our approach is managing yourself as the foundation to the effective engagement of these conversations. Difficult Conversations as the Foundation for an Innovative Workplace Understand the strategic advantage of successful “difficult conversations”. Model the value of addressing issues directly and having those difficult conversations with characteristic style and professionalism. Watch how your engagement sets the standard and cascades down throughout the organization. Explore the ways in which your leadership can positively impact the capacity of your organization to do conflict well and open the gateway for real innovation. Rebuilding Trust May 13th and 14th 2007 One of the significant challenges of leading in a high performance team is the capacity to build trust in the workplace. This workshop explores the understanding and practice of trust building trust from the perspective of the various roles the leader fulfils. Trust Broken Understand the significance of trust in relationships. Examine the impact of and responses to broken trust. Inner Conflict in Rebuilding Trust Understand the value of inner conflict in differentiating self from other in the process of rebuilding trust The Truth Acknowledged Establishing and acknowledging truth are critical steps in the process of rebuilding trust. Circumventing the truth bypasses the injury and with it the possibility of rebuilt trust in a healthy relationship. To rush this step compromises the outcome. Forgiveness Acknowledging truth often leaves in its wake, a need for forgiveness. The process of forgiveness cannot be short-circuited and depending on the offence committed, it is neither swift nor clean. Discover what you need to do to set yourself free and to facilitate this in others. Reconciliation Understand the conditions necessary for reconciliation to occur. In this module the conditions and process for effective reconciliation are explored in the context of managing workplace relationships. Reconciliation When its Impossible What are the options when reconciliation seems highly unlikely because the offender is either unavailable or unrepentant? The temptation is to stay stuck on the offence committed. Injustice cries for a voice. Release from the entanglement of the past can be a lonely road. You may have to make a unilateral decision, for your own sake, to make peace with the past and engage the future with hope. In your role how do you enable this process in others? Rebuilding Trust The process of rebuilding trust isn’t what you expect. It takes more time than you think, is more involved than you‘d like to believe and feels very different than you anticipated. In this module a number of processes and tools for restoring workplace relationships are examined and practiced.
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