The course is informed by Rogerian, Transactional Analysis and Assertiveness theories. |
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The course is informed by and provides some underpinning
knowledge for NHS KSF: Core 1.4 QCF: LM1a, LM1c MIS (2012): 3.1.4, 3.2, 5 |
The course is designed for senior staff and
managers working in all settings, including Health & Social Care,
professional services & commerce. The course will assist the organisation to deliver CQC Outcome 14. |
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Learning outcomes By the end of the course learners should understand: • What is meant by the term ‘conflict’ • The difference between disagreement and ‘conflict’ • That ‘conflict’ may be positive in terms of exposing underlying issues • How conflict could subtly ‘act out’ • The signals to look out for within a team and the service • Why conflict occurs at work • The inevitability of conflict occurring within a service and why • The manager’s role in creating a service wherein the potential for conflict is minimised • Systems and structures that can assist: • What the manager’s responsibilities are in terms of managing conflict • The potential outcomes if conflict is not managed? • What policies and procedures can assist us with this • Levels of conflict • Different perspectives on conflict: and the ability to encompass a number of perspectives • Recognising personal hooks and challenges • Underlying Anger • Active Listening – moving beyond presenting situation to underlying issues and feelings • Strategies for overcoming conflict, with reference to: Mediation, Meta mirroring, Meta Questioning, A Transactional Analysis model • How Assertive behaviour can help resolve conflict |
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| Training methods utilised include Ice Breakers and warm-ups, Group exercises, Reflective work, Small group exercises, Tutor presentations, Chalk & talk, Word storm method, Story telling, Role play and image work. | ||||
