GENERAL FOUNDATIONS OF CONFLICT RESOLUTION IN A COMPANY

The rationale behind the creation of the program, its structure, key approaches and tools for conflict prevention and resolution, as well as their value for business development.

EMOTIONAL COMPETENCE

Emotions: the foundation of emotional competence

• The mechanism of how emotions are triggered, from their emergence to experiencing and letting them go
• A person’s fundamental values as inner anchors
• A vocabulary of emotions in terms of the intensity of their expression

Emotional intelligence for building wholeness

• Components of emotional intelligence
• Self-awareness, self-regulation, self-motivation

Empathy and communication with others: finding the ideal balance

• Combining empathy with understanding others and maintaining one’s own boundaries
• The empathy traffic light: emotional, behavioral, cognitive
• Choosing a communication style

The GENOS INTERNATIONAL model of emotionally intelligent behavior in the workplace

• Introduction to the model and its connection with EI
• 7 competencies and behavioral indicators
• The “4 Ps” self-coaching tool, practical instruments

TRUST AS THE FOUNDATION OF EFFECTIVE TEAM INTERACTION

• Trust vs. vulnerability: why openness about one’s mistakes and limitations makes a team stronger, and how to create space for this
• From fear of conflict to productive discussions: the value of constructive conflict
• Decision-making and accountability: how effectiveness grows in an environment of trust
• Practical tools for building trust
• The leader’s role in creating a culture of trust

REFLECTION, REVIEW OF MATERIALS [EMA, USA] ON THE PLATFORM

Emotions

• Neurobiology and emotions. Emotions and their connection with body and mind
• The impact of emotions on conflict and perception

Working with apology and forgiveness

• Understanding different types of apology and forgiveness. Risks of ineffective apologies
• The mediator’s role in working with apology and forgiveness

NONVIOLENT COMMUNICATION

EFFECTIVE COMMUNICATION TECHNIQUES

• The power of communication on the path to mutual understanding
• Needs as a driving force
• A nonviolent approach to interaction: theory and practice
• Components of NVC messages
• Observation without evaluation
• How to distinguish a need from a request, and a request from a demand? The ability to hear “no” and to say “no”
• Working with one’s own biases and the biases of others
• The impact of nonverbal communication on mutual understanding
• A model of effective communication
• Conflict prevention

COACHING

A coaching mindset as the foundation of leadership

• The differences between a coaching approach and directive management
• When to apply a coaching style in a corporate environment
• Core coaching competencies in the context of managerial practice

Active listening as a tool for creating psychological safety

Questions that help unlock the team’s potential

• The structure of powerful questions according to the ICF model
• Questions that stimulate creativity and the search for solutions

Creating a supportive environment and a safe space

• Psychological safety as a prerequisite for open dialogue
• The role of the leader in creating a safe space for mistakes and experimentation

Developing awareness and responsibility within the team

A coaching conversation as a tool for conflict prevention

• The structure of a coaching conversation in a corporate context
• Working with resistance and defense mechanisms
• Integrating coaching skills into everyday management processes

FACILITATION

• Special processes aimed at reaching consensus within a group. Core principles of facilitating business meetings
• Group dynamics management skills as a foundation for conflict prevention and resolution
• Basic facilitation techniques and tools
• Specialized facilitation approaches and methods
• Consensus-based decision-making

REFLECTION AND PROCESSING OF MATERIALS [EMA, USA] ON THE PLATFORM

Communication

• Neurobiology and communication
• Verbal and nonverbal communication
• The power of words. The power of silence

Culture and bias

• Implicit bias test
• Working with uncertainty
• The impact of organizational culture
• Cross-cultural challenges and gender aspects

MEDIATION AND MEDIATION COMPETENCIES FOR MANAGERS

• Causes and specific features of conflicts within an organization
• Friedrich Glasl’s conflict escalation ladder
• Thomas-Kilmann conflict behavior styles
• The roles and tools of a manager in conflict situations
• The mediation process and its types. Principles of mediators’ work
• Differences between commercial mediation and company-based facilitation/mediation. Limitations of the internal mediator’s role
• Negotiation models. The Harvard Negotiation Model and mediation: similarities and differences
• From complaints to topics for discussion
• Practicing mediator skills at different stages of the mediation process
• Hybrid mediation models: mediation in dialogue, mediation with one party
• Mentoring in mediation