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CEDR were engaged with a simple objective: to enable the employees to operate as a team rather than a group of individuals in conflict.One-to-one conversations with each team member helped to understand what they felt the issues to be addressed were.
Overall results were very positive and played a large part of the organizational development programme of HMRC.
After designing the initiative in collaboration with Pw C, CEDR consultants held a “train-the-trainers” day to 30 small-group facilitators.
The UN Agency were keen to maximise the positive and creative potential of constructive conflict and the ability of staff to manage conflict proactively while minimising the impact of destructive conflict.
Through one-on-one interviews and staff surveys, CEDR consultants conducted a training and needs analysis in English and French.
There were two main elements of the training: The training of a team of in-house mediators and working staff from across the organisation in providing practical conflict management skills.
Challenges include managing up the line, having difficult conversations with peers and coping with inter-cultural differences.
As part of this exercise each course participant completed the Thomas Kilmann Instrument exercise, and a comparative analysis of these reports was conducted and presented to the Bank, giving them a greater understanding of how individuals within the organisation manage conflict. It encourages the staff to deal with challenging issues in an open and transparent manner.
Constructive approach is encouraged”“Good structure and plenty of opportunity for practical experience”“The experience was positive and helpful.
We present a series of interlocking management systems, which your team works through.
A mix of styles is used with people working either individually, in single discipline sub-teams or in multi-discipline sub-teams, according to the task involved.