This workshop recognises the reality that significant problems are the norm in running a business or NPO. This could be a situation of internal theft or fraud that reflects a gap in governance or a more serious breach of ethics, or perhaps it’s conflict between staff members that wasn’t handled well. Such situations can constitute a crisis for the organisation and its people.
Who would Benefit from the Workshop?
Anyone who is or who has been affected by such a situation.
Participants will have an understanding of different dimensions of the problem situation, how to engage these in the workplace and how to orientate for the future.
Full day. The time required for a workshop of this nature varies, depending on the scale and intensity of the incident(s) in question, but it is advisable to put a full day aside.
Workshop Content and Structure:
The 3 conversations. The workshop recognises that the conversations that happen at times like this are really made up of 3 components, and helps participants engage in all of them constructively:
- The “what happened” conversation. This involves disagreements about what really happened, who said what when, what it meant. Working through this constructively helps people move from assumptions to facts, and from personal stereotypes to understanding the perspectives of others.
- The “feelings” conversation. Naturally, feelings run at high during times of stress, but they are often downplayed. Recognising them, helping people to own and address them directly, helps clear the air.
- The “identity” conversation. This is the conversation we each have with ourselves, reflecting on what the situation meant to us, how we responded and why, how it affects our self-esteem and view of the future.
What are the changes we want to see? Times of crisis are often wonderful opportunities for change: we are usually more open to recognising things in ourselves and our structures that need to be changed. Once the personal dimensions of the situation have been processed following the 3-conversations structure, time is spent reflecting on the changes that are required. This may include reflecting on what is required to build a more ethical culture in the workplace, and using the tools of conducting and ethics risk assessment and developing an ethics management plan.
R6600 excluding any customisation.