We need change to keep ourselves stimulated and creative. However, stability and routine makes us feel safe. To manage change we need to have the necessary insight and skills to make a difference to the way things happen around you. Examine how you got to be who you are, define your communication resources and investigate your personal beliefs and values. We will look at the limitations we all put on ourselves and how they hold us back from being open to change.

You will also recognize that conflict is inevitable, and that it can be healthy when appropriately managed. Learn the skills and techniques for managing conflict effectively, and to achieve positive outcomes, rather than to prevent all conflict. Go beyond the theory of dealing with conflict, with practical activities and role-plays that can build skills and confidence, in a safe environment.

Designing Approach

Tailor-Made for Your Needs: Solid State Training Solutions works closely with every client as a long-term strategic partner. We conduct pre-training requirements process which includes collecting details of the registered delegates and conducting training needs analysis meetings to align the training solution with the client’s objectives.

Delivery Methodology

• Simulation – providing life-like scenarios through structured learning experiences and to improve business awareness and management skills.
• Role Play – acting-out situations in groups, under the supervision and feedback of a lead coach.
• Presentations, Videos and Video Recording – visual materials to support presentations of theory.
• Games – learning is fun with Solid State Training Solutions! Using a variety of tools and games to emphasize the learning experience.
• Discussions – use two-way communication between the trainer and the trainees to increase learning opportunities.
• Questionnaires – to gather information from the participants, attributed or anonymous, free-form questions and multiple-choice.
• Case Study Analysis – a key tool for such workshops, either individuals or groups review the materials provided to understand a key message and then present their findings to the other participants.

For change to succeed, the human aspect to change management must be successfully addressed in order to avoid resistance to change. Implementation of change often results in periods of organizational tension because it involves moving from the known to the unknown and therefore risky, stressful and complex. However, it can be effective with participative style of management such as training employees on change during implementation which gives them knowledge, skills and expertise needed during the change process, hence, fostering quick and smooth implementation of the change. To improve performance, changes must be made to the organizations? processes and system structures or job roles". However, Managers should demonstrate strong leadership throughout the organization by spreading leadership and decision-making responsibilities in order inspire and motivate employees to play an active role in implementing change thus improving the performance.

By the end of this course, participants will be able to gain the following:

• Know and understand the nature of conflict.
• Understand conflict and its impact on the individual, team and organisation.
• Identify different types of conflict.
• Describe the stages of conflict.
• Apply skills on how to recognise and prevent conflict.
• Knowledge about the different conflict management styles.
• Understand why change is necessary.
• Identify reasons which prompt change.
• Examine the personal and organisational impact of change.
• Identify the best methods of planning for and managing change.
• Highlight the impact of a change or implementation on the workplace.
• Communicating change effectively.
• Creating ‘buy-in’.
• Understand the importance of working together as a team to implement change and the transition.
• Help reduce stress levels within teams during change.
• Understand the consequences for the organisation of change, or maintaining the status quo.