How to be Successful in Difficult Conversations


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How to be Successful in Difficult Conversations


 

COMMUNICATION

Having difficult conversations at work

This course enhances one's interpersonal skills in effective communication by presenting various aspects of difficult conversations. Difficult conversations provide an opportunity to increase morale, develop collaboration, and foster a positive workplace. 

 

Agenda

Definitions, Connotations and Approaches

  • Specific workplace problems
  • Causes of difficult conversations
  • Approaches to difficult conversations

Handling Resistance

  • Fogging
  • Face work
  • Cooperation tactics

Communicating with People of Different Ages

  • Intergenerational communication
  • Culturally divergent traditions and ranked-based communication
  • Social structures and practices and intergenerational communication

Defensive-Supportive Communication

  • Behaviors that promote a defensive climate
  • Behaviors that promote a supportive climate
  • Communicative acts during difficult conversations

 

 

 

 

 

Faculty

Hanif Nu'Man, J.D., Ph.D.


Learning Objectives

Improve learner's ability to successfully apply effective conflict and nonverbal communication strategies in difficult conversations. 


Listening Effectively at the Workplace


Listening Effectively at the Workplace


Listening effectively at work

This course improves sensitive listening skills and the ability to gain a strategic understanding of an organization’s needs. Effective listening is a rich repertoire of skills essential to effective leadership and management. This course defines listening in behavioral terms and situates the role background, goals, and expectations play in determining how listening behaviors are interpreted.

 

Agenda

Definitions, Connotations and Approaches

  • Different forms of listening
  • Content level vs. relationship level
  • Positive vs. negative modes of listening

Listening in the Organization Context

  • Listening as a work skill
  • Listening and career advancement
  • Listening as an organizational characteristic

Strengthen Indicators of Listening Effectiveness

  • Conversational styles
  • Active listening
  • Barriers to effective listening

Listening in the 21st Century

  • Whom are we listening to?
  • How are we listening?
  • What are we listening to?
  • How is listening being assessed?

Faculty

Hanif Nu'Man, J.D., Ph.D.


Learning Objectives

Strengthen learner's listening efficiency to promote open communication and other social attributes. 


The Skill of Dialogue


The Skill of Dialogue


The art of skillful dialogue 

This course enhances communication skills for tolerance and helps minimize conflict in the face of mutual transformation or change. Dialogue is typically conceived as people expressing their attitudes or disagreements in an open and supportive manner. This course sharpens the ability to take the role of the other and legitimize stakeholder participation across power positions.

 

Agenda

Definitions, Connotations, and Approaches

  • Discussion vs. dialogue
  • Characteristics of dialogue
  • Effects of interaction of communication strategies

Strategies for Communication

  • Solidarity politeness system
  • Deference politeness system
  • Hierarchical politeness system

Conducting a Quality Improvement Dialogue

  • Preferences concerning dialogue structure
  • Preferences concerning dialogue content
  • Preferences regarding information sources

Nonverbal Communication

  • Positive body language
  • Negative body language
  • Negative impression formation

Faculty

Hanif Nu'Man, J.D., Ph.D.


Learning Objectives

Enhance the developmental capacity to create a desired future by looking at dialogue as an ongoing, never ending conversation - or perhaps attitude - embedded in or indicative of the organizational culture.


Towards Building Cultural Competency


Towards Building Cultural Competency


COLLABORATION AND RELATIONSHIPS

Comprehensive cultural competence: an overview

This course unpacks the cultural dynamics of workplace encounters and helps clarify the extent these interactions are structured. Cultural competence is a set of congruent behaviors, attitudes, and policies that come together in a system, agency, or among professionals to enable people to work effectively in cross-cultural situations. This course improves awareness of cultural perspectives and misunderstandings to enable the development of a larger worldview.

 

Agenda

Definitions, Connotations, and Approaches

  • Cultural competence
  • Transformative vs. integrative processes
  • Dimensions of cultural competency

Levels of Influence

  • Peripheral level
  • Cognitive level
  • Reflective level

Contradictions in Formulations

  • Knowing about cultures
  • Collective identities
  • Group rights

Shared Values and Multicultural teams

  • Value consensus 
  • Cultural intelligence
  • Team cultural values

Faculty

Hanif Nu'Man, J.D., Ph.D.


Learning Objectives

Enhance the learner's ability to effectively interact with people from other cultures, and empower them with ways to correct their cultural misconceptions and avoid potential errors.


Deepening Group Trust in the Workplace


Deepening Group Trust in the Workplace


Building group trust at work

This course explains trust in the context of work group members and supervisors. Trust involves holding positive expectations of other parties despite uncertainty about their motives, and a willingness to accept vulnerability to them. This course highlights certain behavior within an organization and its impact on formal coordination and control, inter-organizational performance, and the interpretations that managers to the behavior have on others.

 

Agenda

Definitions, Connotations, and Approaches

  • Trust and trust asymmetry
  • Trustworthiness
  • Instrumental vs. relational perspectives

Trust in the Supervisor and the Group

  • Shared meanings and experiences
  • Affective vs. cognitive trust
  • Work group motivation

Shift Trust

  • Inferential shortcuts
  • Social exchange relationships
  • Dis(confirmation) factors

Organizational Citizenship Behavior (OCB)

  • Antecedents of OCB 
  • Performance monitoring and OCB
  • Organizational justice and OCB

Faculty

Hanif Nu'Man, J.D., Ph.D.


Learning Objectives

Inform the learner of different types of trust,  and the elements of trustworthiness that prevent withholding effort from the group, expressing negative affect, or violating important interpersonal norms in an organizational setting.


Managing Conflict in the Workplace


Managing Conflict in the Workplace


Managing workplace conflict

This course improves upon an individual's ability to successfully manage conflict in the workplace. Conflict management systems are specific behavior patterns that individuals prefer to employ when dealing with conflict. This course delves into the different individual factors such as traits, motivation, and mindsets as well as the importance of one's personality and emotional intelligence in dealing with conflict.

 

Agenda

Definitions, Connotations, and Approaches

  • Organizational conflict
  • Conflict management styles
  • Cognitive flexibility

Individual Factors for Success in Conflict

  • Balance of self and others' focus
  • Emotion regulation
  • Person-conflict fit

Organizational Factors for Success in Conflict

  • Training
  • Work group conflict interventions
  • Coaching and mediation

Moving Beyond Conflict

  • Integrating and compromising styles 
  • Emotional intelligence
  • Personality as an antecedent

Faculty

Hanif Nu'Man, J.D., Ph.D.


Learning Objectives

Empower employees, managers and owners with ways to recognize and manage different aspects of organizational conflict, and identify the best way to match their way of  handling a conflict to the type of conflict they are facing by using emotional intelligence as a guide.


Building a Problem Solving Mindset


Building a Problem Solving Mindset


CRITICAL THINKING AND DECISION MAKING

Building a problem solving mindset

This course introduces different aspects of decision making as a way to heighten capacity for managers and others to explore their assumptions. Poor problem solving skills often evolve into a condition of 'learned helplessness'. This course informs about how to address messy problems, considering both the way the issue is defined and how depth and richness of the organizational memory will determine what actions are considered.

 

Agenda

Definitions, Connotations, and Approaches

  • Problem finding and problem solving approaches
  • Consensus problem solving techniques
  • Problem sensing and social cognition

Internal Integration of Routines

  • The distribution of status
  • The state of relationships within the group
  • The strength of the group's identity

Problem Solving Demand

  • Creative self efficacy
  • Intrinsic motivation
  • Employee creativity

Creative Problem Solving

  • Generation 
  • Conceptualization
  • Optimization
  • Implementation

Faculty

Hanif Nu'Man, J.D., Ph.D.


Learning Objectives

Increase the likelihood that managers and employees will correctly perceive a more complex situation, or an error of wrongly defining the problem.


Deploying a Moral Compass in the Workplace


Deploying a Moral Compass in the Workplace


Using a moral compass at work

This course introduces different categories of individual-level behavior, namely, organizational misbehavior, unethical behavior, and hostile behavior. Concepts like moral identification play a significant role in explaining employee attraction, motivation and retention. This course offers insight into both potential and current employees' behavior when morality is contextually relevant and subjectively meaningful. 

 

Agenda

Definitions, Connotations, and Approaches

  • Morality vs. ethics
  • Moral licensing
  • Individual responsibility

Antecedents to Misconduct

  • Individual antecedents
  • Organizational antecedents
  • Propensity to morally disengage

Organizational Forces

  • Moral approbation
  • Organizations and referent groups
  • Attributions of moral responsibility

The Role of Self Control

  • Self control and unethical behavior 
  • Self control depletion
  • Moral identity as a moderator

Faculty

Hanif Nu'Man, J.D., Ph.D.


Learning Objectives

Inform learners of how certain acts can cause substantial damage to interpersonal relationships, organizations, and economic systems by distinguishing between the cognitive issues and the motivational issues, as well as between the organizational issues and the self.


Unpacking the Complex Fields of Stress, Resiliency and Coping


Unpacking the Complex Fields of Stress, Resiliency and Coping


SELF INITIATIVE AND DIRECTION

Stress, resiliency, and coping at work

This course unpacks different aspects of stress, stress resiliency, authentic leadership behavior, and coping strategies. The relationship between the physiological and psychosocial elements associated with a reaction to a situation, not the situation itself, has huge implications for the workplace. This course highlights the increasing need for managers and employees to foster attitudes like appreciation, care, and compassion as a means of creating a healthy and productive work environment. 

 

Agenda

Definitions, Connotations, and Approaches

  • Workplace stress
  • Positive psychological capital
  • Authentic leadership behavior
  • Coping techniques

Resiliency characteristics and predictors

  • External supports
  • Inner strengths
  • Interpersonal and problem solving skills

Coping techniques

  • Avoidant coping strategies
  • Problem solving coping strategies
  • Emotion-focused coping strategies

Authentic leadership behavior

  • Self awareness 
  • Unbiased processing of information
  • Relational transparency
  • Authentic behavior

Faculty

Hanif Nu'Man, J.D., Ph.D.


Learning Objectives

Inform the learner about the interrelationship between workplace and life stress, coping and resiliency as well as their influence on employee health and productivity.