The conversations we avoid
Conflict styles and difficult conversations.
- 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
There is no one best way to meet conflict, so the skill lies in choosing. This module compares dual concern models from Blake and Mouton, Thomas and Kilmann, Rahim, and Pruitt and Kim, examines what style instruments can and cannot measure, and uses Berne's transactional analysis to look at the register of a response. Ofsted's response after the death of Ruth Perry shows institutional choices in hearing challenge. The hardest conversations are rarely about the facts. This module explores Stone, Patton and Heen's three conversations and their moves towards a learning conversation, the Crucial Conversations path to action and its limited evidence, Rosenberg's Nonviolent Communication and Kim Scott's Radical Candor. The statutory duty of candour in Wales shows a difficult conversation made into an organisational duty: say what happened, and stay in the room.
What you'll develop
In this Bitesize, you will develop the ability to:
- Compare the dual concern models and choose a conflict mode by weighing the stakes and the relationship.
- Assess the evidence on the Thomas-Kilmann and Rahim instruments and use their results appropriately.
- Identify crossed transactions using Berne's ego states and describe how an institution can choose to hear challenge.
- Describe the what happened, feelings and identity conversations and prepare for all three before a difficult conversation.
- Use the third story, intent and impact, contribution and the path to action to turn a battle of messages into a learning conversation.
The Modules.
1 hour 15 minutes of learning.
- 12Conflict Styles and ChoicesThere is no one best way to meet conflict, so the skill lies in choosing. This module compares dual concern models from Blake and Mouton, Thomas and Kilmann, Rahim, and Pruitt and Kim, examines what style instruments can and cannot measure, and uses Berne's transactional analysis to look at the register of a response. Ofsted's response after the death of Ruth Perry shows institutional choices in hearing challenge.39 min
- 13Difficult ConversationsThe hardest conversations are rarely about the facts. This module explores Stone, Patton and Heen's three conversations and their moves towards a learning conversation, the Crucial Conversations path to action and its limited evidence, Rosenberg's Nonviolent Communication and Kim Scott's Radical Candor. The statutory duty of candour in Wales shows a difficult conversation made into an organisational duty: say what happened, and stay in the room.38 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
Also part of: The conversations we put off
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
- Conflict across the boundariesTeam conflict, justice and industrial relations1 hour 15 minutes£39
