Workshop on conflict management techniques In my experience, conflicts are negotiations that have failed to produce an acceptable outcome for the parties involved and therefore turn into personal attacks, where the apparent way to resolve the situation becomes harming the other person. To prevent them, it is therefore useful to develop relational, negotiation, communication and collaborative problem-solving skills. When a conflict is already at an advanced stage, however, it is possible to resolve it — or better still, to help the parties involved resolve it themselves using appropriate...

Workshop on conflict management techniques In addition to coaching the person directly involved and/or the manager, it is possible to strengthen the capabilities of the rest of the team by sharing communication and negotiation techniques for dealing with difficult people. This is particularly useful when there are marked differences within the team, with some members suffering more from the difficult person’s behaviour while others have already developed effective strategies and are less affected by the situation. By modelling functional behaviours within the team, the development of the...

360° feedback One limitation of professional coaching is that, except in rare cases, the coach is not present in the actual working context of the difficult employee and therefore cannot provide feedback based on direct observation. This puts the coachee in a position to present their own version of events without the coach being able to directly verify or challenge that perception. 360° feedback is a tool for systematically collecting how other people perceive the coachee’s behaviour and performance. It can be conducted with a small number of selected individuals or more broadly with...

One-to-one coaching for the manager If the employee is “uncoachable”, meaning unwilling to question themselves, it can be helpful to support their manager in handling such a “prima donna” situation. This may include exploring and challenging the manager’s values, beliefs and biases through coaching, while also providing development input, communication techniques and conflict management tools for dealing with unreasonable or difficult people. The aim is to reduce the burden that the situation places on the manager. Experience shows that the few “difficult” employees often absorb more time...

One-to-one coaching for the employee One-to-one coaching can only be an effective tool for resolving the situation if the person concerned recognises that they are part of the problem and is willing to engage seriously in the process. In this case, it is important to establish a clear definition of the expected outcome together with the employee’s manager during a three-way session. The best results are achieved when: - the individual takes full ownership of the change process; - they are fully aware of the potential consequences of not committing wholeheartedly and failing to achieve the...

HR e responsabili dello sviluppo del personale Cercate corsi a catalogo con comprovata esperienza di successo? The locus of control and the sense of responsibility (20+ editions) How to bring out people's and employees' sense of responsibility. «who controls my destiny?» The art of questioning and the NLP metamodel (20+ editions) Un modello. "asking questions means to lead the conversation»...