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Training Seminars
Self-as-Mediator Seminar®
How to Resolve Conflict with Others
Training Overview PowerPoint® Overview Learning Objectives Performance Goals Topic outline Who should attend? Benefits of attending Customized applications and alternative titles Materials you will receive Program Developer InstructorTraining Overview
A flexible and impactful one-day learning module, The Self-as-Mediator Seminar (see customized applications and alternative titles) is the most cost-effective way to empower your employees to handle the challenges of today's intensely interdependent workplace. They will learn how to use a simple yet powerful communication tool -- "Self-as-Mediator" -- to manage the differences that impair teamwork, quality, decision-making, and cooperation throughout your organization.
But more than just a training seminar, this practical program contains resources for changing organizational culture, surgically altering the norms that so often cause obstructive behavior and replacing them with constructive, positive behaviors. Self-as-Mediator Seminar puts the tools of the professional mediator in the hands of every employee to build better workplace relationships. It is an essential component of every successful organization’s HRD and OD strategic effort.
Five-minute Executive Overview PowerPoint® Presentation
Self-as-Mediator Seminar®
Getting others to work with you, not against you.
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Learning Objectives
Following the training, the learner will be able to:
- Assess workplace conflicts to determine whether Self-as-Mediator is appropriate based on:
- Level of seriousness of the conflict
- Degree of functional interdependency between oneself and the co-worker
- Balance of power, and risk of power abuse
- Characteristics of the co-worker that would contraindicate Self-as-Mediator
- Level of seriousness of the conflict
- 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.
As 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%.
Here's a brief outline of the seminar.
- A vivid demonstration of how "process loss" erodes measurable job performance
- Measuring the dollar cost of conflict in your organization
- The two communication "bad habits" of all people in all cultures, and how to avoid them
- The 4-step communication method ("Self-as-Mediator") - and how to apply it
- #1: Find a time to talk
- Why 95% of communication problems stay unsolved, and how to reverse this ratio
- #2: Plan the context
- The nuts-and-bolts about where-and-when to talk
- #3: Talk it out
- Two simple verbal tools for getting from "me-against-you" to "us-against-the-problem"
- #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-as-Mediator to work in your specific job
The Self-as-Mediator Seminar is designed for any employee who works interdependently with others -- bosses, subordinates, and peers. No particular educational background is required. It is especially valuable for self-managing teams.
Benefits of Attending this Seminar
You and your staff will benefit from this seminar in many ways.
- 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" behavior
The Self-as-Mediator Seminar is the generic trade title of this highly flexible, customizable training module. Typically, more descriptive titles are given to in-house and sponsored presentations of the seminars. Some examples are:
- Managing Conflict on Teams
- Improving Cross-team Communication in Concurrent Engineering Projects
- A Communication Tool for Prevention of Workplace Violence
- New Employee Orientation: The Way We Manage Our Differences
- Managing the Human Consequences of Downsizing
- A Practical Workplace Diversity Program: More than Awareness Training
- Managing Stress by Managing Conflict
- . . . and many others
Every attendee of the Self-as-Mediator Seminar receives:
- The sourcebook: Managing Differences: How to Build Better Relationships at Work and Home (second edition) by Daniel Dana, Ph.D.. Click on book title for table of contents, book description, and reviewer comments.
- Seminar workbook: 25-page step-by-step individualized guide for implementing new skills back on the job.
- Measuring the Financial Cost of Organizational Conflict: Developed by Dr. Dana, this reproducible instrument is invaluable for demonstrating the cost-effectiveness of conflict skills training.
- Quick Reference Bookmark: Handy guide that summarizes Self-as-Mediator for immediate use.
The Self-as-Mediator Seminar was developed by Daniel Dana, Ph.D. - the "Conflict Doctor." The originator of do-it-yourself mediation, Dr. Dana is known worldwide as the inventor of simple, practical mediation tools for everyday worklife.
Resources for managing workplace conflict.
Instructor
Mary Rau-Foster is a Certified Trainer of the the Self-as-Mediator Seminar. Mary was trained personally by the "Conflict Doctor," Daniel Dana. Click here for more infomation about Mary.
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