Analyse conflict management models and the approaches used to resolve different scales of workplace conflict
Learning outcome (LO 1)
The learner will:
1 Understand approaches to partner, customer and stakeholder relationship management
Assessment criteria
The learner can:
- Analyse the key skills required to effectively manage business relationships
- Explain the purpose and benefits of stakeholder mapping
- Evaluate the different approaches to be taken when managing:
Depth
- The key skills that are required to:
- Manage data related to partners, suppliers, stakeholders and customers to clarify their needs and priorities.
- Quickly build rapport and establish trust.
- Set and manage the expectations of different stakeholders.
- Adapt communication method and style according to needs.
- Network with stakeholders at different levels within the organisation.
- Influence others to discuss options and reach consensus.
- Successfully negotiate to achieve a satisfactory outcome for all parties.
- Establish and maintain record keeping systems and documentation.
- What stakeholder mapping/analysis is (eg Mendelow Matrix, Eden and Ackermann).
The key components of stakeholder mapping, and how these are defined according to the situation (eg position, attitude, power, impact, interest, influence).
How to identify the groups and individual stakeholders to build relationships within the leadership role.
The differences between internal and external stakeholders.
How to prioritise group and individual stakeholders according to their potential impact.
How stakeholder mapping contributes to managing relationships effectively.
The benefits of stakeholder mapping (eg gaining influential support, securing resources, building a support network etc).
- How stakeholder relationship needs compare.
How stakeholder needs and expectations affect the way the relationship is managed.
Ways of networking, and how to select the most appropriate approach for different stakeholder types.
The range of negotiation styles that can be used, and how to adopt the most effective to achieve the required outcome (eg competing, collaborating, avoiding, compromise, accommodating).
Influencing styles, and how to identify/leverage opportunities to persuade others.
How to build effective formal and informal networks with all stakeholders.
Learning outcome (LO 2)
The learner will:
2 Know how to use collaborative working techniques
Assessment criteria
The learner can:
- Analyse the key factors required for effective internal and external collaborative working relationships
- Explain how these factors can be established to create effective collaborative working relationships
- Evaluate the implications of external collaborative relationships for risk and knowledge management
- Describe how to share good practice
Depth
2.1 The key factors of collaborative working, including:
- Early engagement/involvement
- Terms of reference/collaboration
- Shared goal/vision
- Building trust
- Understanding of different working cultures
- Aligning working systems and processes (eg shared plans)
- Establishing effective communication channels and ICT
- Creating shared learning opportunities
- Clear definitions of accountability/responsibility
- Knowledge and resource sharing etc.
How internal and external working relationships may differ when working collaboratively.
- The challenges of working collaboratively and how to overcome these.
How to use a range of approaches to build the factors analysed in 2.1.
- The types of external collaborative relationships and how risks are shared.
How to evaluate the broad risks of collaborative working.
How to evaluate the risks involved in sharing organisational knowledge with partners.
The implications for different parties when sharing knowledge and expertise.
- The behavioural, procedural and technological skills required to share good/best practice.
How to link knowledge sharing/collaboration to organisational and individual goals.
The principles, guidelines and tools for knowledge sharing/collaboration (eg capturing learning and insights, creating special interest communities etc).
Learning outcome (LO 3)
The learner will:
3 Know how to manage different levels of workplace conflict
Assessment criteria
The learner can:
- Analyse conflict management models and the approaches used to resolve different scales of workplace conflict
- Explain how to minimise the potential for friction and conflict amongst stakeholders
Depth
3.1 The scales of conflict that occur within an organisation (eg varying sizes, complexity and seriousness).
Conflict management models and styles (eg Thomas-Kilmann, Problem Solving Cycles, Interest-Based Relational Approach, Bush and Folger, Lederach etc).
How to manage conflict considering differing goals, values, opinions and thought processes.
How to approach situations where individuals and teams are not willing to compromise with each other.
3.2 The difference between friction and conflict.
How to use recognised models, processes and approaches to minimise friction and conflict between stakeholders.
Different approaches (eg establishing facts rather than opinions, adapting body language/ speech, exploring solutions together etc).
Assessment requirements
This unit will be internally assessed through an ILM set and Centre assessed scenario-based assessment. The assessment is subject to internal and external verification.
