1. The document discusses two types of conflict - cognitive and affective. Cognitive conflict, which is aimed at issues and ideas, can be constructive, while affective conflict, which is aimed at people, is destructive.
2. Constructive conflict results in personal growth, problem solving, involvement from all parties, and team cohesiveness, while destructive conflict leads to no decision being made and the problem persisting, diversion of energy, and damage to team morale and unity.
3. Unmet needs are both the cause and solution to all conflict, and identifying needs allows achieving a win-win resolution through de-escalating anger and seeking mutual understanding.
1) Conflict arises when one party perceives incompatibility between their actions or goals and the other party, and seeks change that is not agreed to.
2) Common causes of conflict include competition, perceived injustice, misperceptions of others' motives and goals, unresolved disagreements, personality clashes, differences in values, underlying stress, ego problems, and breaches of trust.
3) Four strategies for resolving conflict are contact between groups to reduce separation, cooperation, open communication, and conciliation to find agreement.
The document discusses the importance of relationship management and attitude in business success. It argues that perceived reality is reality, so one must know what others think before knowing what to do. It then provides steps to evaluate and adjust one's attitude to better manage relationships, including using a "relationship temperature thermometer" to measure perceived reality and make adjustments. It outlines seven "relationship temperature controls" including responding to criticism, empowering others, demonstrating authority versus control, emotional discipline, handling fears, demonstrating compassion, and exhibiting humility.
Conflict arises from perceived incompatibilities between parties and can be exacerbated by social dilemmas, competition, injustice and misperception. Key causes of conflict include pursuing self-interest at the expense of others in social dilemmas, win-lose competition fostering negative views of opponents, perceived inequity in outcomes, and biases that lead parties to see themselves positively and opponents negatively. Peace can be achieved through contact between parties, cooperation on shared goals, open communication to find mutually agreeable solutions, and conciliation where one party makes unilateral concessions to build trust.
Conflict arises from differences in values, perceptions, ideas, and needs between people. These differences are usually minor but can be magnified when strong feelings are triggered, violating someone's core needs like safety, respect, or intimacy. For long-term relationships, it is important to acknowledge that both parties have needs that are equally important. Healthy responses to conflict include understanding others' perspectives calmly and respectfully, forgiving without resentment, and believing direct conflict resolution benefits the relationship rather than avoiding or punishing the other person.
This document discusses conflict, defining it as a struggle between opposing forces or powers. It notes that conflict in the workplace, if unresolved, can escalate into avoidance, inability to work together, and hostility. The document lists typical definitions of conflict, such as disagreeing with others, criticism, and threats to security or control. However, it also presents a positive sense of conflict, describing it as an opportunity for growth, problem solving, evaluation, understanding others, and improved communication through open discussion of issues.
This was inspired by sadness, doubt, and the troubles and challenges that I go through from time to time. When I feel this way, I do the exact opposite and my spirits are lifted. I hope you will do the same after watching this.
Thank you!
1. The document discusses two types of conflict - cognitive and affective. Cognitive conflict, which is aimed at issues and ideas, can be constructive, while affective conflict, which is aimed at people, is destructive.
2. Constructive conflict results in personal growth, problem solving, involvement from all parties, and team cohesiveness, while destructive conflict leads to no decision being made and the problem persisting, diversion of energy, and damage to team morale and unity.
3. Unmet needs are both the cause and solution to all conflict, and identifying needs allows achieving a win-win resolution through de-escalating anger and seeking mutual understanding.
1) Conflict arises when one party perceives incompatibility between their actions or goals and the other party, and seeks change that is not agreed to.
2) Common causes of conflict include competition, perceived injustice, misperceptions of others' motives and goals, unresolved disagreements, personality clashes, differences in values, underlying stress, ego problems, and breaches of trust.
3) Four strategies for resolving conflict are contact between groups to reduce separation, cooperation, open communication, and conciliation to find agreement.
The document discusses the importance of relationship management and attitude in business success. It argues that perceived reality is reality, so one must know what others think before knowing what to do. It then provides steps to evaluate and adjust one's attitude to better manage relationships, including using a "relationship temperature thermometer" to measure perceived reality and make adjustments. It outlines seven "relationship temperature controls" including responding to criticism, empowering others, demonstrating authority versus control, emotional discipline, handling fears, demonstrating compassion, and exhibiting humility.
Conflict arises from perceived incompatibilities between parties and can be exacerbated by social dilemmas, competition, injustice and misperception. Key causes of conflict include pursuing self-interest at the expense of others in social dilemmas, win-lose competition fostering negative views of opponents, perceived inequity in outcomes, and biases that lead parties to see themselves positively and opponents negatively. Peace can be achieved through contact between parties, cooperation on shared goals, open communication to find mutually agreeable solutions, and conciliation where one party makes unilateral concessions to build trust.
Conflict arises from differences in values, perceptions, ideas, and needs between people. These differences are usually minor but can be magnified when strong feelings are triggered, violating someone's core needs like safety, respect, or intimacy. For long-term relationships, it is important to acknowledge that both parties have needs that are equally important. Healthy responses to conflict include understanding others' perspectives calmly and respectfully, forgiving without resentment, and believing direct conflict resolution benefits the relationship rather than avoiding or punishing the other person.
This document discusses conflict, defining it as a struggle between opposing forces or powers. It notes that conflict in the workplace, if unresolved, can escalate into avoidance, inability to work together, and hostility. The document lists typical definitions of conflict, such as disagreeing with others, criticism, and threats to security or control. However, it also presents a positive sense of conflict, describing it as an opportunity for growth, problem solving, evaluation, understanding others, and improved communication through open discussion of issues.
This was inspired by sadness, doubt, and the troubles and challenges that I go through from time to time. When I feel this way, I do the exact opposite and my spirits are lifted. I hope you will do the same after watching this.
Thank you!
This document discusses emotion in the WNBA workplace. It describes how WNBA players have to manage their professional basketball careers while also having outside lives, families, and relationships. It provides examples of emotional incidents players face, such as injuries, family issues, and altercations. It also discusses how the WNBA supports players through these challenges with empathy and helps them cope using problem-solving, emotional support, and finding meaning in their situations.
Conflict can arise between individuals, groups, or nations when they perceive their needs or interests are incompatible or threatened. It occurs due to competing over limited resources, disagreeing over facts, perceiving threats or unjust treatment, miscommunication, prejudices, or destructive behaviors. Conflict management styles include competing (assertive and uncooperative), accommodating (cooperative and unassertive), compromising (moderate assertiveness and cooperation), avoiding (unassertive and uncooperative), and collaborating (assertive, cooperative, and seeking win-win solutions).
According to Erikson's theory of psychosocial development, a conflict is a turning point when an individual struggles to attain a psychological quality like trust versus mistrust in early childhood. There are different types of conflicts including approach-approach, avoidance-avoidance, and approach-avoidance. Conflicts can occur at the interpersonal, role, intergroup, and international levels and can be caused by social dilemmas, competition, perceived injustice, and misperception. Conflicts can be dealt with using the four Cs of contact, cooperation through methods like common goals and learning, communication through bargaining, mediation and arbitration, and conciliation using techniques like GRIT.
This document discusses how exploring and addressing emotions is a core competency in problem gambling treatment, especially when working with families. It provides several strategies for working with emotions, such as helping clients identify emotions that trigger urges to gamble, connecting emotions to gambling behaviors, encouraging open communication of feelings between family members, and helping clients develop healthier relationships with difficult emotions. The document emphasizes that emotional attunement within relationships can motivate change, increase relational alliance, and provide alternatives to acting out through gambling. It also discusses how power dynamics, relational injuries, and meeting emotional needs impact relationships and emotions.
The document discusses the concepts of trust and influence, and defines "trusted influence" as conveying information in a way that gives the impression of good intentions and a willingness to help constructively rather than harmfully. Trusted influence can lead to powerful relationships where people feel comfortable accepting challenges and discussing mistakes. It provides safety for crucial conversations. Conversely, an absence of trust can make people nervous and cautious. The document advises building trust over time through honest and open communication, understanding other perspectives, being an engaged listener, and addressing any lack of trust through self-reflection and discussion with the other person to agree on improving the relationship.
This document discusses enlightened self-interest and provides examples of personalities who embodied this trait. It defines enlightened self-interest as acting in a way that benefits both oneself and others. There are two types of enlightened self-interest: contributers, who take a wide perspective and consider how to create value for all parties involved; and non-contributers, who only focus on their narrow role. Famous figures like Nelson Mandela and Mahatma Gandhi are cited as examples of those with an enlightened self-interest mindset. The document also profiles Varun Pruthi, a social activist who creates inspiring videos and has donated large sums to help those in need.
The document discusses groups and group psychology. It defines what a group is, describes stages of group development, and discusses advantages and disadvantages of group decision making. It also covers several concepts in group psychology, including cognitive dissonance, social facilitation, social loafing, deindividuation, group polarization, and groupthink. The document provides tips for dealing with conflict within groups, including different conflict styles and a process for finding a resolution.
This document defines conflict and discusses different types of conflict. It begins by defining conflict as the expression of hostility, negative attitudes, and misunderstanding. It then discusses three views of conflict: the traditional view which sees conflict as negative, the human relations view which sees conflict as natural and sometimes beneficial, and the modern view which sees a minimum level of conflict as necessary for group performance. The document outlines types of functional/constructive and dysfunctional/destructive conflict and different levels of conflict including individual, group, organizational, intra-group, and inter-group conflict.
This document discusses methods for avoiding and resolving conflicts. It begins by defining the three main types of conflicts: personal or relational conflicts, instrumental conflicts, and conflicts of interest. It then provides details on a method for changing one's mindset to better handle conflicts, including identifying different types of difficult people, increasing frustration tolerance, examining one's own behavior, and being aware of perceptions of others. The document concludes by discussing another method of analyzing conflicts by choosing battles wisely, pausing before responding, and clearly stating needs using assertive communication.
Wednesday, October 9, 2013
8:30am - 12pm
This session will provide a thorough introduction to the major tenets, principles, premises, and practices of Transformative Mediation. Presenters will share the philosophy and theory of Transformative mediation
and engage the group in a discussion around the hallmarks and myths associated with Transformative practice. Attendees will leave the session with a clearer understanding of the Transformative philosophy.
Kristine Paranica
Sarah Prom
Dan Simon
1. The counselling relationship involves increasing intimacy and vulnerability as the counsellor and client work to discover healthier ways of living. This places the counsellor in a position of greater power that must be handled ethically.
2. Most professional associations have codes of ethics to guide decision making around issues of power. In the example given, the counsellor gaining private information about a client couple puts them in a position of power over the clients.
3. The example further discusses a complex situation where a client reveals an affair to the counsellor. This poses difficult questions around confidentiality, the counsellor's role, and potential effects on families and community. As a counsellor, one must reflect carefully on these issues to
Managing Agreement as a Way to Resolve ConflictRobert L. Sims
Managing agreements can help resolve workplace conflict. The document discusses how organizational design and failures to manage agreement can create conflict through the Abilene Paradox, where groups agree privately but take contradictory actions. It suggests that managing agreements, rather than just resolving conflicts, may reduce organizational dysfunction. Trust, shared values, clear goals, and leadership can all play roles in managing agreements to eliminate conflicts arising from miscommunication.
The document discusses conflict in business organizations. It defines conflict and explores different views on its role. There are three main types of conflict: task, process, and relationship. Conflict generally progresses through four stages: potential opposition, cognition and personalization, behavior, and outcomes. Several methods for resolving conflict are described, including passive resolution, win-win solutions, structured problem solving, confrontation, choosing a winner, and selecting alternatives. No single approach is best for all situations.
The document discusses conflict in business organizations. It defines conflict and explores different views on its role. There are three main types of conflict: task, process, and relationship. Conflict generally progresses through four stages: potential opposition, cognition and personalization, behavior, and outcomes. Several methods for resolving conflict are described, including passive resolution, win-win solutions, structured problem solving, confrontation, choosing a winner, and selecting alternatives. No single approach is best for every conflict situation.
Conflict refers to disagreements that arise from differences in opinions, goals, or views between individuals or groups. There are several types of conflict, including intra-individual, interpersonal, intra-group, and inter-group. Conflicts are generally inevitable and can have both positive and negative effects on organizations. Conflict arises through a process that includes latent conflict, perceived conflict, felt conflict, manifest conflict, and conflict aftermath. Proper conflict management is important for organizational success.
Conflict arises due to differences in opinions, attitudes, beliefs or needs between individuals or groups. There are various sources of conflict including personality clashes, differing wants/needs/values, assumptions, interests, tension, power and influence. Conflicts have negative effects on job satisfaction, absenteeism, health, costs and performance. Organizations must manage conflicts through coping strategies like assessing personalities, senior level intervention, confrontation, and brainstorming to reduce impacts. Effective coping involves diagnosing issues, initiating behavior changes, listening to different perspectives, avoidance or compromise.
Conflict can motivate people to think harder, take action and learn. While conflict is inevitable during times of change, it is important to direct the energies created by conflict towards positive change. When handling conflict, it is important to listen well, explore all perspectives, build stronger relationships, and focus on mutual understanding rather than winning an argument.
This document provides an overview of a presentation on conflict and stress management. It discusses key topics including the concepts of conflict and stress, sources of conflict at different levels, strategies for managing conflict, and causes and sources of stress. The presentation was submitted to Dr. S.K. Srivastava by a group of students including Ankita Srivastava for a class at C.S.J.M. University, Kanpur. It aims to define important terms, classify types of conflict and stress, and outline approaches for dealing with conflict and managing stress.
Bringing Out the Best in People discusses 10 ways to bring out the best in others. These include growing one's emotional intelligence, giving and earning trust and respect through sincerity and competence, having positive expectations of others, understanding others' needs, establishing high standards, creating a safe environment for failures, recognizing achievements, allowing for personal problems, and keeping one's own motivation high. The document provides explanations and examples for each strategy to effectively motivate teams and individuals.
Conflict arises from incompatible goals, interests or behaviors between interdependent parties. It can be functional in spurring innovation, or dysfunctional in hindering performance. There are multiple levels of conflict from latent tensions to active disagreements. Conflict evolves through stages from potential issues to outcomes, and can be managed constructively through stimulating productive task conflicts, using interest-based negotiation or third-party mediation to resolve disputes, and reducing negative relationship conflicts. The key is managing the level and type of conflict for optimal group performance and outcomes.
Negotiation Skill and Conflict Management.pptxNarinderBhasin
The document discusses conflict management and negotiation in the workplace. It begins by defining conflict and describing its potential positive and negative effects. It then discusses various causes of conflict, including personality clashes, misunderstandings, and disagreements over resources, authority, values and work methods. The document outlines models of conflict development and resolution, including Pondy's model and the Thomas model of conflict-handling styles. It provides strategies for preventing, managing and resolving conflicts, such as open communication, understanding different perspectives, and using mediators or arbitrators. The summary concludes by noting that conflict is most common during strategic planning, leadership changes and mergers/acquisitions, and is often caused by differing visions, egos or misunderstandings between
This document discusses emotion in the WNBA workplace. It describes how WNBA players have to manage their professional basketball careers while also having outside lives, families, and relationships. It provides examples of emotional incidents players face, such as injuries, family issues, and altercations. It also discusses how the WNBA supports players through these challenges with empathy and helps them cope using problem-solving, emotional support, and finding meaning in their situations.
Conflict can arise between individuals, groups, or nations when they perceive their needs or interests are incompatible or threatened. It occurs due to competing over limited resources, disagreeing over facts, perceiving threats or unjust treatment, miscommunication, prejudices, or destructive behaviors. Conflict management styles include competing (assertive and uncooperative), accommodating (cooperative and unassertive), compromising (moderate assertiveness and cooperation), avoiding (unassertive and uncooperative), and collaborating (assertive, cooperative, and seeking win-win solutions).
According to Erikson's theory of psychosocial development, a conflict is a turning point when an individual struggles to attain a psychological quality like trust versus mistrust in early childhood. There are different types of conflicts including approach-approach, avoidance-avoidance, and approach-avoidance. Conflicts can occur at the interpersonal, role, intergroup, and international levels and can be caused by social dilemmas, competition, perceived injustice, and misperception. Conflicts can be dealt with using the four Cs of contact, cooperation through methods like common goals and learning, communication through bargaining, mediation and arbitration, and conciliation using techniques like GRIT.
This document discusses how exploring and addressing emotions is a core competency in problem gambling treatment, especially when working with families. It provides several strategies for working with emotions, such as helping clients identify emotions that trigger urges to gamble, connecting emotions to gambling behaviors, encouraging open communication of feelings between family members, and helping clients develop healthier relationships with difficult emotions. The document emphasizes that emotional attunement within relationships can motivate change, increase relational alliance, and provide alternatives to acting out through gambling. It also discusses how power dynamics, relational injuries, and meeting emotional needs impact relationships and emotions.
The document discusses the concepts of trust and influence, and defines "trusted influence" as conveying information in a way that gives the impression of good intentions and a willingness to help constructively rather than harmfully. Trusted influence can lead to powerful relationships where people feel comfortable accepting challenges and discussing mistakes. It provides safety for crucial conversations. Conversely, an absence of trust can make people nervous and cautious. The document advises building trust over time through honest and open communication, understanding other perspectives, being an engaged listener, and addressing any lack of trust through self-reflection and discussion with the other person to agree on improving the relationship.
This document discusses enlightened self-interest and provides examples of personalities who embodied this trait. It defines enlightened self-interest as acting in a way that benefits both oneself and others. There are two types of enlightened self-interest: contributers, who take a wide perspective and consider how to create value for all parties involved; and non-contributers, who only focus on their narrow role. Famous figures like Nelson Mandela and Mahatma Gandhi are cited as examples of those with an enlightened self-interest mindset. The document also profiles Varun Pruthi, a social activist who creates inspiring videos and has donated large sums to help those in need.
The document discusses groups and group psychology. It defines what a group is, describes stages of group development, and discusses advantages and disadvantages of group decision making. It also covers several concepts in group psychology, including cognitive dissonance, social facilitation, social loafing, deindividuation, group polarization, and groupthink. The document provides tips for dealing with conflict within groups, including different conflict styles and a process for finding a resolution.
This document defines conflict and discusses different types of conflict. It begins by defining conflict as the expression of hostility, negative attitudes, and misunderstanding. It then discusses three views of conflict: the traditional view which sees conflict as negative, the human relations view which sees conflict as natural and sometimes beneficial, and the modern view which sees a minimum level of conflict as necessary for group performance. The document outlines types of functional/constructive and dysfunctional/destructive conflict and different levels of conflict including individual, group, organizational, intra-group, and inter-group conflict.
This document discusses methods for avoiding and resolving conflicts. It begins by defining the three main types of conflicts: personal or relational conflicts, instrumental conflicts, and conflicts of interest. It then provides details on a method for changing one's mindset to better handle conflicts, including identifying different types of difficult people, increasing frustration tolerance, examining one's own behavior, and being aware of perceptions of others. The document concludes by discussing another method of analyzing conflicts by choosing battles wisely, pausing before responding, and clearly stating needs using assertive communication.
Wednesday, October 9, 2013
8:30am - 12pm
This session will provide a thorough introduction to the major tenets, principles, premises, and practices of Transformative Mediation. Presenters will share the philosophy and theory of Transformative mediation
and engage the group in a discussion around the hallmarks and myths associated with Transformative practice. Attendees will leave the session with a clearer understanding of the Transformative philosophy.
Kristine Paranica
Sarah Prom
Dan Simon
1. The counselling relationship involves increasing intimacy and vulnerability as the counsellor and client work to discover healthier ways of living. This places the counsellor in a position of greater power that must be handled ethically.
2. Most professional associations have codes of ethics to guide decision making around issues of power. In the example given, the counsellor gaining private information about a client couple puts them in a position of power over the clients.
3. The example further discusses a complex situation where a client reveals an affair to the counsellor. This poses difficult questions around confidentiality, the counsellor's role, and potential effects on families and community. As a counsellor, one must reflect carefully on these issues to
Managing Agreement as a Way to Resolve ConflictRobert L. Sims
Managing agreements can help resolve workplace conflict. The document discusses how organizational design and failures to manage agreement can create conflict through the Abilene Paradox, where groups agree privately but take contradictory actions. It suggests that managing agreements, rather than just resolving conflicts, may reduce organizational dysfunction. Trust, shared values, clear goals, and leadership can all play roles in managing agreements to eliminate conflicts arising from miscommunication.
The document discusses conflict in business organizations. It defines conflict and explores different views on its role. There are three main types of conflict: task, process, and relationship. Conflict generally progresses through four stages: potential opposition, cognition and personalization, behavior, and outcomes. Several methods for resolving conflict are described, including passive resolution, win-win solutions, structured problem solving, confrontation, choosing a winner, and selecting alternatives. No single approach is best for all situations.
The document discusses conflict in business organizations. It defines conflict and explores different views on its role. There are three main types of conflict: task, process, and relationship. Conflict generally progresses through four stages: potential opposition, cognition and personalization, behavior, and outcomes. Several methods for resolving conflict are described, including passive resolution, win-win solutions, structured problem solving, confrontation, choosing a winner, and selecting alternatives. No single approach is best for every conflict situation.
Conflict refers to disagreements that arise from differences in opinions, goals, or views between individuals or groups. There are several types of conflict, including intra-individual, interpersonal, intra-group, and inter-group. Conflicts are generally inevitable and can have both positive and negative effects on organizations. Conflict arises through a process that includes latent conflict, perceived conflict, felt conflict, manifest conflict, and conflict aftermath. Proper conflict management is important for organizational success.
Conflict arises due to differences in opinions, attitudes, beliefs or needs between individuals or groups. There are various sources of conflict including personality clashes, differing wants/needs/values, assumptions, interests, tension, power and influence. Conflicts have negative effects on job satisfaction, absenteeism, health, costs and performance. Organizations must manage conflicts through coping strategies like assessing personalities, senior level intervention, confrontation, and brainstorming to reduce impacts. Effective coping involves diagnosing issues, initiating behavior changes, listening to different perspectives, avoidance or compromise.
Conflict can motivate people to think harder, take action and learn. While conflict is inevitable during times of change, it is important to direct the energies created by conflict towards positive change. When handling conflict, it is important to listen well, explore all perspectives, build stronger relationships, and focus on mutual understanding rather than winning an argument.
This document provides an overview of a presentation on conflict and stress management. It discusses key topics including the concepts of conflict and stress, sources of conflict at different levels, strategies for managing conflict, and causes and sources of stress. The presentation was submitted to Dr. S.K. Srivastava by a group of students including Ankita Srivastava for a class at C.S.J.M. University, Kanpur. It aims to define important terms, classify types of conflict and stress, and outline approaches for dealing with conflict and managing stress.
Bringing Out the Best in People discusses 10 ways to bring out the best in others. These include growing one's emotional intelligence, giving and earning trust and respect through sincerity and competence, having positive expectations of others, understanding others' needs, establishing high standards, creating a safe environment for failures, recognizing achievements, allowing for personal problems, and keeping one's own motivation high. The document provides explanations and examples for each strategy to effectively motivate teams and individuals.
Conflict arises from incompatible goals, interests or behaviors between interdependent parties. It can be functional in spurring innovation, or dysfunctional in hindering performance. There are multiple levels of conflict from latent tensions to active disagreements. Conflict evolves through stages from potential issues to outcomes, and can be managed constructively through stimulating productive task conflicts, using interest-based negotiation or third-party mediation to resolve disputes, and reducing negative relationship conflicts. The key is managing the level and type of conflict for optimal group performance and outcomes.
Negotiation Skill and Conflict Management.pptxNarinderBhasin
The document discusses conflict management and negotiation in the workplace. It begins by defining conflict and describing its potential positive and negative effects. It then discusses various causes of conflict, including personality clashes, misunderstandings, and disagreements over resources, authority, values and work methods. The document outlines models of conflict development and resolution, including Pondy's model and the Thomas model of conflict-handling styles. It provides strategies for preventing, managing and resolving conflicts, such as open communication, understanding different perspectives, and using mediators or arbitrators. The summary concludes by noting that conflict is most common during strategic planning, leadership changes and mergers/acquisitions, and is often caused by differing visions, egos or misunderstandings between
Conflict management in healthcare OrganisationErum50
This document provides an overview of conflict management. It defines conflict and conflict management, discusses common causes of conflict including specialization and scarce resources. It outlines three types of conflict - intrapersonal, interpersonal, and intergroup. Effective conflict management involves recognizing and accepting conflict, stating the intention to resolve it, acknowledging feelings, and adopting flexible strategies. Common conflict resolution strategies are also discussed such as compromising, competing, cooperating, avoiding, and collaborating. The document emphasizes understanding the conflict process and one's own conflict style to effectively manage conflicts.
Digest_44_-_Build_Your_Church_School-1.pdfGillian Martin
Church school ministry has been affected by the pandemic, but it is important for spiritual development. Some teachers have struggled to get students to return. The article provides strategies to locate and bring back students to build up the church school again, such as enlisting help, encouraging invites, contacting parents, targeting new students, and revamping programs. Applying these strategies and finding additional ones can help revive and rebuild the church school for God's glory.
A pandemic can increase fear and chaos, but there are ways to remain productive. Maintain faith, focus on goals, and increase creativity and productivity through better time management. While new challenges arise, lessons from the past can still apply through proven strategies. Identify new factors and find solutions to address challenges, working around obstacles to maintain productivity which is key to success, especially for churches. Captivating Solutions offers over 240 training programs to help with topics like leadership, remote work, coping skills and more.
This document contains two sections. The first section is a blank "My Prayer Plan" template for a person to outline changes they want to make to their prayer life. The second section lists 12 benefits of prayer, including growing one's faith through speaking words of faith in prayer, feeling God's presence, lightening one's burdens by sharing problems with God, building a relationship with God, and being freed to live happily by releasing problems to God in prayer. It encourages the reader to pray in faith through mountain moving prayers and without ceasing.
The document discusses strategies for achieving goals in 2019. It recommends (1) clearly identifying goals, (2) reviewing performance and identifying gaps, (3) breaking goals into stages with activities and timelines, (4) maintaining consistency and commitment through diligent work, and (5) ensuring a positive attitude of confidence and determination. Captivating Solutions Consultancy offers over 200 training programs to help individuals and teams attain personal and organizational goals through developing vision, growth, leadership, effectiveness, excellence, and planning skills.
Digest # 35 2020 strategy- listening (1) (1)Gillian Martin
The document discusses the importance of listening as a strategy for 2020. It recommends applying the simple yet powerful strategy of listening both individually and organizationally to achieve success in the new year. Listening provides benefits such as clearing up misunderstandings, building relationships, and increasing efficiency and stakeholder satisfaction for organizations. The document concludes by encouraging the reader to employ listening along with other sharp strategies to have an amazing 2020.
Smooth Sailing: Dealing with Illness in the WorkplaceGillian Martin
This document discusses how to handle illness in the workplace in a sensitive manner. It notes that illness can negatively impact productivity and cost organizations billions annually. It provides five pointers on dealing with employee illness: 1) react appropriately, 2) show empathy, 3) make suggestions to maintain a work-life balance, 4) make long-term plans like cross-training, and 5) create a healthy work environment to reduce absenteeism. The document stresses that team leaders must navigate illness and other challenges smoothly to ensure operations continue as normal.
The document discusses how in sports and life, people face obstacles but must persist in achieving their goals. It notes several common obstacles in organizations like inadequate resources, competing demands, and conflicts. It provides approaches to deal with challenges, such as assessing problems, prioritizing needs, communicating issues, and getting buy-in. The conclusion emphasizes that we must "play on" and not give up in pursuing our objectives, as in sports and life.
The document summarizes techniques for dealing with emotional wounds. It discusses how emotional wounds can develop from workplace or personal problems and cripple growth if not healed. Some key points made include: seeking counseling or letting go of wounds to heal; not revisiting emotional pain prolongs the healing process; painful experiences can shape us to fulfill our life's purpose if we identify the purpose of the pain. It concludes by stating workshops are offered to help move beyond the past and heal wounds.
The document discusses having faith during difficult times based on the biblical story of Jesus calming the storm. It notes that storms can come unexpectedly in life, like problems rising up suddenly. The disciples were afraid during the storm in the story, but Jesus remained calm and asleep, depicting how Christians should react to problems - making efforts to solve them but also praying and having faith that God is in control. Having faith means being sure of what we hope for even if we can't see it and knowing that no storm is too strong for God to handle. The document encourages having faith like Jesus during life's storms rather than giving in to fear.
Achieving Positive Results in a Negative EnvironmentGillian Martin
The document discusses how to achieve positive results in a negative environment. It recommends capitalizing on the strengths of the team, considering past successes, putting in adequate work, strategizing with an action plan, and sharing positive thoughts. Pessimism can negatively influence groupthink and impair progress, so focusing on opportunities instead of obstacles is important.
Persons at the lower end of the hierarchy within an organization are to be included in decision making. Failure to do so could result in a decrease in satisfaction, morale...
A workshop designed for Church Administrators, Administrative Assistants and other permanent or relief staff members;Church Secretaries, Secretaries of various departments/ministries of the church and other church workers.
The document provides tips for accomplishing goals throughout the remaining 11 months of the year after many new year's resolutions have already been forgotten or abandoned. It recommends setting SMART goals that are specific, measurable, attainable, realistic and timely. It also advises maintaining a positive mindset by envisioning positive outcomes and believing goals can be achieved through hard work. Goals should be monitored and progress assessed to stay on track, and people should learn from failures and continue pressing toward their goals. By applying these principles, the document states one will experience the sweet taste of success and feeling of victory from realizing their goals.
List of training programmes offered by Gillian Martin- Trainer, Speaker & Social Entrepreneur of Captivating Solutions Consultancy. Programmes cover areas in Personal Development, Spiritual Development, Social Development and Organizational Development.
To build a strong base of members, customers, or supporters, organizations should focus on internal resources and capabilities rather than external factors. This involves maximizing people's talents, maintaining high quality in all activities, sincerely helping others effectively, and working hard through faith that God will help the organization reach its goals. With these internal strengths and faith in God, the text asserts that any organization can build a base beyond expectations.
Internal resources and capabilities, such as people's skills and talents, are the most important factor for building an organization's base. Quality work, sincerity in helping others, and effective communication of how the organization can solve problems are key to growing a base. With hard work fueled by faith in achieving goals, an organization can build its base beyond expectations through God's power.
2. After a heated debate with his supervisor, John
rushes to the water cooler to keep his cool
(and his sanity)
3. “Why is Mary so stiff-necked?Why is she
always breathing down my neck?” he mutters
to himself
4. Mary, John’s supervisor is equally annoyed and
wonders to herself: “Why is John so carefree
and disorganized?”
5. Both John and Mary need to take a look at the
man in the mirror
6. It is important to do a self-analysis whenever
conflicts arise and ask the very vital question:
“Am I the problem?”
7. In her capacity of supervisor, Mary needs to
ensure that she displays a high level of
emotional intelligence by managing her
emotions as well as that of her the person she
leads
9. The relationship between the parties can
improve if a collaborative approach is applied
when handling the conflict
10. This approach allows both parties to express
their needs and find solutions that will satisfy
both sides
11. Mary should also help John to improve in his
weak areas by providing recommendations for
improvement and coaching
12. Mary also needs to recognize John’s potential
and utilize his strengths
13. On the other hand, John needs to adopt Peter
Drucker’s philosophy: “The best way to
predict the future is to create it”
14. If John wants Mary to stop “breathing down his
neck”, he needs to ensure that he takes pride
in his work and presents his work in such a
way that he wins her confidence and respect
18. In accordance with the Myers-BriggsType
Indicator which identifies different
personality types, John has the personality of
a Perceiver and Mary is a Judger
19. Perceivers tend to have a flexible work style
while Judgers are organized
20. Ultimately, the success of the relationship is
heavily dependent on compromise and mutual
respect
21. The next time the reflection of your
relationship is about to be smeared by
conflict, wouldn’t it be good to first take a
look at the man in the mirror and ask the
question: “Am I the problem?”
22. All honour to the Lord Jesus Christ who arms
us with the skills to manage conflicts
23. Conflict Management: “The RealWinner”
Anger Management: “Serenity at Last”
Team Building: “Harmony atWork”
Leadership: “TheAnchor”
Creating a Healthy Environment:
“Close for Comfort”
ManagingYour Emotions: “Cool, Calm,
Collected… and Happy!”