Keeping your own balance
Personal resilience through change and conflict.
- Level
- Bitesize
- Learning time
- 1 hour 15 minutes
- Where
- Leading through Change and Conflict
- Price
- £39
When you step up to a higher level, what you paid in the last 12 months for lower-level courses inside the bigger course comes off its price, in proportion to how much of each is inside it, whichever topic it's from. Courses at the same or a lower level don't give credit against each other. A Focus course or above always costs at least £15. Read the full terms
Certificate of Completion
Overview and Outcomes.
Overview
Every leader brings one instrument into every change and conflict: themselves. This module draws on Heifetz's holding environment, Heifetz and Linsky's advice on managing hungers and separating role from self, Karpman's drama triangle and Emerald's Empowerment Dynamic, and Gross's well-evidenced model of emotion regulation. Jacinda Ardern's resignation and Gibbs's reflective cycle show why knowing when, and tending the instrument you lead with, are part of leading. Change and conflict are one story. This capstone introduces no new theory, instead reading three substantial cases through the frameworks of the programme: Tata Steel's closure of the Port Talbot blast furnaces, the rollout of Universal Credit as examined by the National Audit Office, and Northumbria Healthcare's conflict management system. Together they point to four lessons for leaders: voice, fairness, systems and steadiness.
What you'll develop
In this Bitesize, you will develop the ability to:
- Explain how a leader regulates distress within a productive range and keeps role distinct from self.
- Identify drama triangle roles and their Empowerment Dynamic alternatives, and use emotion regulation strategies supported by evidence.
- Use Gibbs's reflective cycle and honest judgements about your own capacity to sustain your leadership.
- Apply several frameworks at once to analyse a real case of change and conflict.
- Explain why critics and unions can be a source of data, and design channels for bad news to reach decision makers.
The Modules.
1 hour 15 minutes of learning.
- 16Leading Yourself Through Change and ConflictEvery leader brings one instrument into every change and conflict: themselves. This module draws on Heifetz's holding environment, Heifetz and Linsky's advice on managing hungers and separating role from self, Karpman's drama triangle and Emerald's Empowerment Dynamic, and Gross's well-evidenced model of emotion regulation. Jacinda Ardern's resignation and Gibbs's reflective cycle show why knowing when, and tending the instrument you lead with, are part of leading.39 min
- 17Applied Case Studies: CapstoneChange and conflict are one story. This capstone introduces no new theory, instead reading three substantial cases through the frameworks of the programme: Tata Steel's closure of the Port Talbot blast furnaces, the rollout of Universal Credit as examined by the National Audit Office, and Northumbria Healthcare's conflict management system. Together they point to four lessons for leaders: voice, fairness, systems and steadiness.42 min
Keep going.
Part of the Leading through Change and Conflict topic, also sold whole as Through change, together.
Go deeper, and pay only the difference
- You are hereBitesize, 1 hour 15 minutes, £39
- Next stepFocus, Working through conflict, 4 hours, £69. Already own the Bitesize? You pay £30.
- Explore, Leading through conflict, 5 hours 30 minutes, £129. Already own the Bitesize? You pay £90.
- The whole topicImmerse, Through change, together, 11 hours, £249. Already own the Bitesize? You pay £210.
When you step up to a higher level, what you paid in the last 12 months for lower-level courses inside the bigger course comes off its price, in proportion to how much of each is inside it, whichever topic it's from. Courses at the same or a lower level don't give credit against each other. A Focus course or above always costs at least £15. Prices per person. Read the full terms
Other Bitesize in the Leading through Change and Conflict topic
- Why change is hardLewin, Kotter, Bridges and the change curve2 hours£39
- The human side of changeResistance to change and communicating change1 hour 15 minutes£39
- Where culture meets changeOrganisational culture and public sector change1 hour 15 minutes£39
- Change with people, not to themEmployee engagement and large-scale change1 hour 15 minutes£39
- Where conflict comes fromUnderstanding workplace conflict and escalation1 hour 15 minutes£39
- The conversations we avoidConflict styles and difficult conversations1 hour 15 minutes£39
