When more information is needed about the ‘what and why.'

As an employer you may be aware that all is not well in the ranks.  But you just can't pin down the exact problem--let alone know what to do about it. The last thing you want to do as an employer is 'jump in' and make the situation worse.

Perhaps fault lines have appeared within critical relationships among your team. You are certain productivity, morale and performance are down.


U S E S 

Useful when intelligence needs to be gathered to understand the symptoms of workplace dysfunction such as a decline in productivity; silos; increased absenteeism; communication breakdowns and strained reporting relationships.

F E A T U R E S

Anne Marie is skilled at unpacking and understanding the sources and reasons for the emerging conflict. She will carefully and sensitively gather conflict intelligence, looking beyond the symptomatic and symbolic expressions of conflict to better understand the true sources and causes of the unrest. Solutions are targeted to the real issues. This ensures investment in interventions that are effective, efficient and sustainable.

Anne Marie works with clients in considering the most appropriate course of action across the full spectrum of conflict management options. She is able to identify when interventions require broader reach beyond coaching or mediation. Conflict may well signal a need for a more inclusive and intensive intervention such as:

  • Facilitated Discussions
  • Workplace Conferencing
  • Organizational Health and Well Being Assessments
  • Training and Team Development

 

 

B E N E F I T S

Conflict Mapping is a useful diagnostic approach that helps organizations better understand the reasons for team or organizational unrest. A complete and comprehensive understanding is critical when conflict has become seemingly intractable, has a long history or has spilled over to other areas within the organization.  

The reasons for conflict can be complex and may involve:

  • Competing goals and interests between employees, managers, teams and departments
  • Interpersonal and style differences
  • Organizational systems and processes that negatively impact communication and cooperation (reporting structure, communication, work allocation, coordination, organizational structure)

While some conflicts are straightforward requiring a simple remedy such as Facilitated Discussion among the parties, others may have evolved from a number of sources and require a suite of interventions. In order for resolution to be effective and sustainable, a comprehensive understanding of the situation must inform decisions on the best course of intervention.


T E S T I M O N I A L S

“Too often we think…there’s something wrong, let's mediate. Just because we have a hammer does not mean every job needs a nail”.
"It was clear that the dispute between Sarah and Madison was a spot fire. The source of the rift was ascertained after a meeting with both parties. It seemed their two teams had not worked well together since a department restructure two years ago."
“ What I thought was an isolated incident involving a blow up between the managers was in fact the 'tipping point'. What she uncovered during her interviews with team members was a series of misunderstandings that stemmed from confusion about roles and reporting lines that had a long history. This had been a slow burn."

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