Coaching, Consulting & Training
for High Value Personnel
What Others Are Saying
Mr. Benson is excellent in understanding the purpose of his consulting. His skill in causing the client to really concentrate on the goal of the consulting arrangement helps to provide the client a valuable return on the investment of time and money. He doesn't provide the client with a cookie cutter approach to what he thinks but through his ability to engage the client and their staff into helping identify the solutions that are best for the client. He provides direction at the end of his consulting arrangement to ensure that the time spent in the consulting arrangement will produce results.
As the Chairman of the Board of North Midtown CDC, our organization along with Good Samaritian-Midtown engaged Rob Benson to assist us in reaching a decision on merging our two organizations. Political, personal, program and political issues had to be addressed. We were very pleased with the results achieved in our consulting arrangement and have proceeded with our decision to finalize the merger between our two 501c3 organizations and and would confidently recommend Rob Benson as someone who is very talented in facilitating organizational change.
Jerry Cotton, Executive Vice-President, Baptist Health Systems
Resolving Team Conflict
Conflict and disagreement are a normal, productive part of everyday team life. The best ideas often result from the discussions that came from a disagreement about the course of action to be chosen. Yet, many people do not like conflict or disagreement and avoid it whenever possible.
If there are substantive differences, eventually it will surface. So when is the best time to deal with conflict? Before the course of action is chosen or during implementation? The obvious answer is, “Before the course of action is chosen.” Conflict, appropriately surfaced and dealt with before the course of action is chosen often results in a superior solution; conflict unaddressed will result in lack of support for implementation, and conflict surfaced during implementation often leads to failure.
OVERVIEW
Resolving Team Conflict enables teams to effectively identify and deal with team conflict and disagreement. For conflict and disagreement to result in a superior solution the team must move toward consensus; our Resolving Team Conflict workshop provides a systematic approach to achieve that end.
Following a discovery exercise the workshop focuses on the practical aspects of spotting conflict, identifying areas of agreement, learning how to deal with disagreement, understanding the difference between commitment and compliance, and learning a systematic approach for gaining commitment.
Resolving Team Conflict is both a training and a facilitated event. Participants use the skills learned to resolve current conflicts within the team.
BENEFITS TO THE ORGANIZATION
Teams that find a way to systematically surface disagreement, meaningfully discuss different approaches, and achieve consensus decisions develop solutions and seize oppurtunities that are typically missed. Trust is enhanced, and the team is better able to work together productively on future projects.
PARTICIPANTS
This training is appropriate for intact work teams at any level.
Contact an FSTD associate to discuss Resolving Team Conflict
Testimonial
"The Educational Department at St. Dominic Hospital recommended Rob Benson to our department as a facilitator for a retreat focusing on Conflict Resolution. Rob conducted 3 sessions for our employees on Team Building skills and communication.
The sessions were well planned yet flexible enough to allow group dynamics to flow towards areas of need. Rob made himself aware of the Department’s functions and issues prior to the retreats in order to custom the events to target our problems. The Director was informed of potential benefits and risks inherent in this process. Following each session, Rob called to give a synopsis and recommendations about the group on which to build the next retreat.
The outcomes of this intervention were:
- The majority of staff demonstrated their ability to change behavior and engage in one-on-one confrontation for problem solving.
- The individuals who did not engage in the retreat dialogue did not benefit from the process
- The department restructured its Organizational Chart in order to form smaller work groups with supervisors
- Department management personnel learned to empower the employees more, by avoiding “micro-managing” of every issue
- The Department was able to merge from several locations and complete a successful move into a new facility, using skills from this retreat to manage disputes.
Maureen Hardy, Director Outpatient Rehab Services, St. Dominic-Jackson Memorial Hospital