Conflict Tolerance is a new term I’ve come across and instantly became curious about. I’ve…
This one-day course is directed at HR and conflict resolution professionals and focuses on students analyzing the following:
- Workplace culture identification
- Sources of workplace conflict
- Workplace Conflict Management Systems identification
- Workplace Conflict Management System evaluation and diagnosis
- Prescribing change to improve the Conflict Management System
- Evaluating the prescribed change
Students will be asked to select a workplace they are familiar with to act as their “subject workplace” for the exercise. They will analyze their workplace throughout the day and discuss their results with other students. By sharing their analysis with others, students will gain an appreciation for the exercise of analyzing conflict management systems. The process for the day has the following components:
- Workplace Culture Analysis
We will talk about the fact that every workplace has a culture, including: language, fashion, conventions, rules, hierarchies etc. Students will then fill out the Workplace Culture Checklist.
- Introduction to Workplace Conflict Analysis
Students will be given an exercise and will report in groups back to the main plenary about the results. We will explore:
- fundamental attribution errors
- group attribution errors
- actor-observer bias
- conflict transformations
- individual and group responses to conflict
- the difference between “dispute resolution” and “conflict management”
Then students will fill out their “workplace conflict checklist”. After this, we will discuss what they have done so far. There will be an open plenary discussion and people will share unique things about culture and conflict in their workplaces.
- Conflict Management Systems Identification
Students will be introduced to the various options in use for managing conflict in both union and non-union workplaces. Then they will fill out the Workplace Conflict Management (Fairness) System Checklist. We will discuss the differences between the systems they have identified.
- Testing Instrument for Fairness Systems
After students have identified and discussed their conflict management systems, we will invite them to evaluate the system using the tools and measures we have provided (TIFFS) They will look at their system from 21 different perspectives and rate each category for strength or weakness. Then we will discuss their results and why they graded the systems in the way they did.
- Proposed Amendments
After rating their conflict management systems, students will “prescribe” measures that might improve the scores on their TIFFS analysis.
When they complete their amendments, they will re-rate their systems to as a “prognosis” for improvement. When this is complete, students will be asked to present their amendments and discuss how the amendments changed their scores.
Join us and Blaine Donais from the Workplace Fairness Institute in Toronto on Wednesday, July 10th at the Calgary Real Estate Board office just off Deerfoot and Memorial.