Interpersonal conflict is an inevitable phenomenon of life and can occur in almost every area, from corporate to individual relationships. The most prominent result of the unresolved conflict is that it increases both personal and collective stress levels in every area, while decreasing efficiency and quality of life. Learning to resolve conflict both in corporate upper-subordinate relations and social communication is of great importance for productivity and for maintaining a healthy social environment.
Personal or relational conflicts usually relate to the individual aspects of identity or self-perception or interpersonal relationships, such as loyalty, breach of trust, perception of betrayal or disrespect. Institutional conflicts arise through the effects of institutional organizational elements such as goals, structures, procedures and operational tools on the individual. Conflicts of interest are related to how resources such as time, finance and space are distributed within the society or institution, and their intensity and intensity depend on relative factors.
The main difficulty in conflict resolution is that analysis and analysis depend on the verbal communication of the parties. However, most of the human communication consists of non-verbal communication, and the existing verbal communication often provides incomplete information due to the content that is ‘obviously not more appropriate for the individual at the time’.
This program aims to analyze individual, micro-community and macro-community relationality on the basis of origin and type of conflict, to read sub-texts in verbal communication, to select and apply the right strategies for analysis and analysis at the levels of managers, employees or social individuals.
Medium and senior executives of corporate companies can participate. A minimum of 5 years of work experience is required.
Anyone who wants to improve their communication skills can participate. Since the training is specific to managers, business and management experience is sought to protect the participant profile.
|1. Personal management||3. Nonverbal communication|
|– Iceberg of the mind||– verbal memory mechanism|
|– The structure of the brain||– Survival instinct and physical reflexes|
|– Limbic System||– Survival instinct and psychological reflexes|
|– Learning mechanism||– Semantic parsing techniques|
|– Emotional Memory||– Basic verbal parsing techniques of NLP|
|– Personality profiles||– Body language: right and wrong|
|– Personality profiling by observation||– Micro mimic reading|
2. Communication Management
|4. Internal and external conflict management|
|– Rules of communication||– Mechanics of avoidance|
|– Don’t listen||– Psychology of propagation tendency|
|– Asking questions||– Psychology of advocacy|
|– Maslow-Herzberg Motivation models||– Psychology of control tendency|
|– Behavior Under Pressure||– Passive-aggressive tendencies psychology|
|– Confident Attitude – ‘Assertiveness’||– changes in the behavior under stress|
|– Psychology of persuasion||– Overlook psychology|
|– Persuasion according to personality profiles||– Justification psychology|
|– NLP EAC, body language and mood monitoring||– Reflections on the behavior profile|
|– NLP Verbal subtext reading||– Individual and communicative awareness|
|– Listening channels||– Dilemma problem – Game theory|
|– I language model in conflict management||– Bargaining theory and conflict resolution|
|– Saying no|
|– Difference and handicap principle|
- Case studies
- Individual feedback and evaluations