A core competency for all people who experience conflict and wish to resolve it:
A flexible and impactful learning module, The Self-as-Mediator Module is the most effective way to handle the challenges of interpersonal conflict, whethe it be in the workplace, or outside. Participants will learn how to use a simple yet powerful communication tool - "Self Mediation" - to manage the differences that impair relations, teamwork, quality, decision-making, and cooperation. A pre-requisite for this module is "Basic Knowledge", module 1 of the MTI programme.
This practical program, when given in organisations, contains resources for changing organizational culture, altering the norms that so often cause obstructive behavior and replacing them with constructive, positive behaviors.
A core element in the MTI Training System, the Self-as-Mediator Seminar puts the tools of the professional mediator in the hands of every person to build better relationships. It is an essential component of every successful organization's strategic effort.
Following the training, the learner will be able to:✓Assess conflicts to determine whether Self Mediation is appropriate based on:
- A. Level of seriousness of the conflict
C. Balance of power, and risk of power abuse
D. Characteristics of the "other" that would contraindicate Self Mediation
✓Identify the two reflexive behaviors, in a case study or an actual conflict, that obstruct joint problem-solving, and to describe how to eliminate those behaviors.
✓Identify the five elements of the retaliatory cycle, in a case study or an actual conflict, and to describe how to interrupt the cycle to make joint problem-solving dialogue possible.
✓Initiate dialogue with a co-worker to solve a workplace conflict.
✓State the issue in conflict in terms that promote cooperation and minimize defensiveness.
✓Persuade a reluctant co-worker to participate in dialogue to solve a workplace conflict.
✓Describe the necessary features of context (time-and-place environment) that will prevent failure of dialogue.
✓Use techniques for beginning a scheduled dialogue with a co-worker that focuses attention on the issue to be solved and removes obstacles to successful conclusion.
✓Perform the two essential tasks during a scheduled dialogue that are necessary to produce a shift in attitude from me-against-you to us-against-the-problem.
✓Recognize and identify conciliatory gestures that naturally occur during arguments, and to seize the opportunity they present to solve the conflict.
✓Recognize and identify the four psychological forces that produce consensus, and to describe them in a case study or an actual conflict.
✓Form agreements that meet the three criteria that prevent recurrence of conflict.
Measuring the dollar cost of conflict in your organization
The two communication "bad habits" of all people in all cultures - how to avoid them
The 4-step "Self Mediation" tool - and how to apply it
- STEP 1: Find a time to talk
Why 95% of communication problems stay unsolved - how to reverse this ratio
STEP 2: Plan the context
The nuts-and-bolts about where-and-when to talk
STEP 3: Talk it out
Two simple tools for getting from "me-against-you" to "us-against-the-problem"
STEP 4: Make a deal
The three obvious (but usually ignored) criteria for making agreements that work
The surprising reason why this simple 4-step method is so successful
Putting Self Mediation to work in your specific job
|Who should attend|
Everyone. No particular educational background is required. When offered in a company or other organisation, the Self-as-Mediator Seminar is designed for any employee who works interdependently with others - bosses, subordinates, and peers. It is especially valuable for self-managing teams.
Take control of conflicts, rather than be controlled by them
Negotiate solutions to conflicts, rather than fight
Mediate conflicts between staff who are locked in personality clashes and petty bickering
Reduce job stress and tension that may be affecting health
Handle "difficult people" (and avoid being seen as a "difficult person" by others)
Save the thousands of "invisible dollars" now being lost by impaired production and missed opportunities
Remove a key obstacle to success of TQM and Self-Directed Work Team efforts
Change organizational culture to make healthy communication the norm, rather than commonplace dysfunctional "crazy-making" behaviorAs a result of employees' achievement of these learning objectives:
The financial cost of conflict will decline by 50%.
The frequency of conflicts in the host organization will decline by 50%.
Conflicts that do occur will be satisfactorily resolved 80% of the time without involvement by the supervisor or manager.
Employee satisfaction with the workplace will increase by 30%
Every seminar participant receives:
The primary sourcebook: Managing Differences: How to Build Better Relationships at Work and Home by Daniel Dana.
Workbook: A multi-volume step-by-step individualized guide for using new skills on the job
Wallet card job aid: Handy guide that summarizes Managerial Mediation for immediate use
The Dana Benchmarking Instruments: Unrestricted personal access to these on-line tools for organizational assessment:
The Dana Measure of Financial Cost of Conflict
The Dana Survey of Conflict Management Strategies