Objectives of the trainingBy the end of this training, participants will be able to hold a difficult conversation, especially in the event where the interlocutor reacts negatively thereto.
Targeted audienceAny person wishing to improve their communication skills, especially in difficult circumstances.
By the end of this LU, the participant will be able to identify barriers to productive conversation to improve interpersonal relationships.
This is the most challenging yet obvious starting point: realizing that a difficult conversation has causes and that they are identifiable. Once identified, it is then possible to work on resolving potentially conflictual relationships.
- Superficial causes of slippage
- Deep causes of slippage
At the end of this LU, the participant will be able to question his or her initial assessment of the situation and better understand the context of a difficult communication.
Let's face it, we all have biases, conscious or not, that contribute to the picture, and give an interpretation that is not necessarily objective. Not because there is bad faith, but because we read the facts and words with our own filters. It is possible to take a step back to improve our understanding of the situation.
- Facts and interpretations that contribute to a difficult conversation
- Destructive mental postures (victim, villain, savior)
- More realistic perception of the situation
At the end of this LU, the participant will be able to detect the signs of closure in themselves and others.
Prevention is better than cure. Resolving a conflict situation is more difficult than defusing it. That's why it's important to be able to recognize the warning signs that the conversation is about to go sideways.
- Signs of closure
- Closing strategies
By the end of this LU, the participant will be able to create a context for the healthy flow of a difficult conversation.
Interpersonal relationships are never simple, because humans can be complicated. Even worse when there is a lot at stake, tension and the exchanges become delicate. However, if you want to put forward your ideas, listen to those of the other person and ultimately be able to exchange and debate without conflict, the stakeholders must feel safe. It is not a matter of painting everything in pink, but of being able to establish a framework for exchange that will allow for intelligent contradiction.
- Common interest
- Constructive mental postures (curiosity, respect for the other, authenticity, etc.)
- Techniques to re-establish a safe context
At the end of this LU, the participant will be able to present his or her position and welcome that of the other.
Remember, a conversation is not a campaign speech: it is an exchange. This implies being able to present one's point of view clearly and objectively, while remaining open to that of one's opponent.
- Communication strategy
At the end of this LU, the participant will be able to implement active listening thanks to the tools at his disposal.
There is a real distinction between "hearing" and "listening". Letting the other person speak simply to be able to say that they have had their time and then trying to assert their own point of view is not listening, it is hearing. Like hearing a noise. Listening is paying attention to the other person's argument in order to better understand it, to re-launch the discussion. This implies first of all restraint to let the other express himself and to pay attention to his arguments and his emotions.
- Roles of the receiver
- Concept of active listening
- Active listening techniques
At the end of this LU, the participant will be able to choose the appropriate decision strategy to resolve the impasse and prepare a plan of action.
Now that interpersonal communication is more effective, it is time to take concrete and, above all, clear steps to act in order to avoid confusion and new risks of tension.
- Decision-making strategies
- Action plan
Case studies, simulations, discussions, video analyses, role plays and transfer of acquired knowledge in real life.