DIFFICULT CONVERSATIONS COURSE OUTLINE
BACKGROUND
Difficult Conversations are often put off when the earlier they are held, the easier and more productive they
are. It is a natural desire to avoid distressing situations and without the correct approach they can become a
bad experience for everyone. However a positive approach can use language to encourage employees to
consider the topic, reach their own conclusions and offer suggestions for future improvement. This avoids
stress and in giving them control of both problem and solution, encourages growth and self-awareness.
COURSE FORMAT
This one or two day course covers an effective approach with new language skills, plus demonstrations and
supported practice to build confidence. The in-house course is run in groups of 8 people to maximise
interaction. Attendees complete pre-course questionnaires and bring personal examples for analysis so the
training is relevant to their work lives. A comprehensive course manual is provided pre-training.
WHO WOULD BENEFIT
Anyone seeking to be more effective in holding otherwise difficult conversations with a colleague:
an awareness raising about conflict language skills : one day version –time to understand the what
and how, but little time to practice new skills;
a skills course for immediate application in the workplace : two day version – time to understand and
practice, so gaining confidence for those who want to use the skills the next day.
SKILLS, OBJECTIVES & OUTCOMES
Skill
Stress
Conflict
&
Learning Objectives
Practical Outcomes
Learners should:
Learners will be able to:
Understand the role of
simple psychology in
emotion, thinking and
behaviour under stress.
Describe in simple language how the nervous system affects
behaviour and thinking in times of stress or conflict. Describe
how simple psychology assists in understanding people’s
responses to stress and conflict.
Attribution & Understand the theories Describe Attribution & Lens Theories and their impact on people
Lens Theories
and how they affect in stressful or conflict. Describe how to allow for their affects
responses to stress & when working with people in stress or conflict.
conflict.
Problem
Facilitating
Problem
Solving
vs
Understand
a
new Describe how a manager’s role can change when assisting
approach and role for colleagues to solve a problem and how this role may change
managers dealing with when the problem is presented by a customer.
different problems.
Transactional
Analysis (TA)
Understand the theory
behind TA and it’s
description of states of
communication.
Describe the communication states postulated by TA and how
they may affect communication between two people. Describe
how an inappropriate mix of states can lead to ineffective
communication, stress and conflict.
Open Ended
Questioning
Understand
the
principles and objectives,
providing examples for
different situations.
Use open ended questions to elicit information. Identify from
one answer further areas to explore through questioning –
“unpicking”. Summarise to show listening skills. Reframe to
defuse emotion & introduce rational thinking.
Principled
Describe the principles, Identify common interests between parties. Use language to
objectives and methods.
“separate the people from the problem”. Create interest based
outcomes. Identify and use external measures for outcomes.
Negotiation
Catalyst Mediation Training Ltd
CMT Difficult Conversations Course Outline 14092016
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