Let us help your team with Conflict Resolution
We bring skills to NHS teams who meet angry, upset and distressed - often vulnerable - people in their work.
As a healthcare security leader, you realise that complex conflict in your hospital is an increasing problem:
Healthcare clinical and support staff seem to be coping but feel the pressure.
The hospital/trust is carrying health & safety and reputational risk.
Patients and Visitors are both vulnerable and presenting with abusive or distressed behaviour.
A training intervention seems to be the answer, but it MUST be effective...
At Dynamis we provide evidence-based and scenario-driven conflict resolution training through the whole spectrum of conflict, enabling staff with the skills and knowledge they need to professionally respond to any level of conflict.
Book your free Training Needs call now, to find the right training for your team.
This is what we do...
Non-Escalation
Wouldn't it be better if we could avoid escalating these situations in the first place?
Crisis Intervention
Using empathy as a guide to create safety and to aid recovery for people who are in emotional distress.
De-Escalation
Tried and trusted pathways for managing people who are abusive, refusing or resistant.
Last-Resort Physical Response
A system of physical alternatives which may be required if we can not create safety any other way.
Your NHS staff can promote dignity and respect throughout your service.
Our wide range of courses are designed for NHS teams who deal with vulnerable individuals and those capable of abuse, intimidation and distress. Our aim is that every person is treated with dignity and is shown respect, even when there is disagreement.
Book an NHS Conflict Resolution training course from Dynamis Training and your team will:
- Be aware of conflict triggers - both their own and others
- Use approaches which prevent situations from escalating
- Redirect negative behaviour without taking it personally
- Be persuasive using influence to win people around
- Listen and Empathise in order to resolve flashpoints
- Create and maintain a social contract in every interaction
NHS CRT Syllabus | Content | Detail of Course Content |
a) describe the common causes of conflict and identify the different stages of conflict | Conflict Triggers The Six 6Cs of Conflict | How to recognise the conflict triggers in ourselves and others, including the cues signal that a person has been triggered. The 6 Cs of conflict is a simplified version of the Kaplan-Wheeler analysis which offers a framework for understanding the process of arousal, mapping the stages of conflict. |
b) learn from their own experience of conflict situations to develop strategies to reduce the opportunity for conflict in the future | Conflict Primer Core Principle Empathy Trauma Responsiveness Social Contracts | Leverage the learners own experiences of conflict to discuss the results of poorly managed conflict, the causes of conflict and personal thoughts and feelings about how to best resolve conflict. The core principle in Conflict Resolution must be to Treat every person with Dignity by Showing them Respect, even when there is disagreement or discord. Empathy eases tension, and is the most versatile tool we can use to defuse conflict. We must: acknowledge their perspective, seek to understand what is driving them and anticipate their needs. Trauma Responsiveness means that we need to acknowledge the possible effects of past psychological, emotional and/or physical trauma that a person has experienced. A social contract is an agreement by all to treat each person with dignity by showing respect, consistently, with the goal of building respectful and safe environments. |
c) describe two forms of communication | Verbal / NonVerbal Talking/ Listening | Nonverbal Communication consists of the messages people send by how they present to the other person through their body posture, hand gestures, facial expression, tone, volume and pace of language. Verbal Communication consists of the word choice and structure of messaging used to convey meaning through the use of voice in an interaction. Listening is paying attention - “listening with all our senses” - to what the person is saying and trying to decipher the core meaning of their communication, not simply waiting for our turn to speak and telling the person what we want them to hear. |
d) indicate the level of emphasis that can be placed on verbal and non-verbal communication during a conflict situation | Be Alert and Decisive Threat Indicators | Learning to be situationally aware and ready to take action - a ‘preplanned and practiced response’ - if a threat is identified or a safety risk is presented. Threat indicators consist of proximity breaches, nonverbal cues such as pointing fingers or shaking fists, and verbal veiled or overt threat statements. |
e) understand the impact that cultural differences may have in relation to communication | Core Principle - 5 Approaches All People Proxemics | All people want to be treated with dignity and be shown respect in interactions with public-facing staff. Therefore the 5 approaches become important:
Some communication cultures are different - examples to be shown and discussed in class. |
f) identify the causes of communication break down and the importance of creating conditions for communication to succeed | Conflict Triggers Empathy - 5 Approaches Respond, Don’t React Showtime Mindset | The SCARF model describes an excellent short-hand for the key social influencer domains for human beings - Status, Certainty, Autonomy, Relatedness and Fairness. The 5 Approaches match to the SCARF model extremely well (see above). Rather than acting or speaking on first impulse, we must respond to events rather than reacting with our emotions to what is happening. First impulses are often driven by ego and can be disastrous in conflict. Learn to control own conflict triggers to maintain emotional equilibrium. The Showtime Mindset is a way of achieving emotional self-control and resetting to a place of emotional equilibirum so that we can respond to the interaction rather than being reactive. Leverage self-confidence and self-belief to project an appropriate level of professionalism into the encounter. |
g) utilise three communication models that would assist in dealing with different levels of conflict | Universal Greeting Persuasion Sequence Redirections Crisis Management | When we first encounter someone - often interrupting them in their day or task - it can be useful to have a habitual way of opening the interaction politely, professionally and giving it the best chance of proceeding without escalation. The Universal Greeting is about getting the interaction off on the right footing. The persuasion sequence is used to gain the other person’s voluntary cooperation when there is a rule or procedure laid down for them to follow in order to maintain an orderly, safe and secure transaction between the organisation and them. It offers staff a verbal process to follow when meeting resistance from the other person which offers dignity and respect. Redirections are tools used by staff to redirect negative behaviour such as abuse, intimidation or insults in such a way as to keep the interaction on-track for a positive outcome. A variety of redirection verbalisations exist to help staff to achieve their task while not getting ‘involved’ in verbal abuse. They also create opportunities for staff to decide if it is time to disengage if feeling unsafe. The Crisis Management Approach and the 5 Crisis Management tools offer staff a framework which can be used with any person exhibiting signs of short- or long-term cognitive difficulties. These tools help staff to work effectively with vulnerable people. |
h) recognise the behavioural pattern of individuals during conflict | The Six Cs of Conflict | Our ideal progress through Context, Contact and Closure may be derailed and complicated by Conflict, Crisis or Combat (See above for reference to Kaplan-Wheeler) |
i) recognise the warning and danger signals displayed by individuals during a conflict situation including the signs that may indicate the possibility of physical attack | Be Alert and Decisive Threat Indicators Take Appropriate Action | Learning to be situationally aware and ready to take action - a ‘preplanned and practiced response’ - if a threat is identified or a safety risk is presented. Where attempts at resolution or de-escalation may fail or be inappropriate OR where an immediate and clearly articulable safety violation or concern may occur, staff must take appropriate action. This may include calling for appropriate assistance, disengaging from the contact, or using self-protection methods to physically protect and escape from a situation if it has become a physical confrontation. |
j) identify the procedural and environmental factors affecting conflict situations and recognise their importance in decision making | Social Contract Gateway Behaviours Take Appropriate Action | A Social Contract exists when there is a clear understanding of what behaviours are inappropriate and there is consistent - albeit firm/gentle - intolerance by every contact person for such behaviours. So-called “Gateway behaviours” must be addressed to maintain the social contract and build respectful and safer environments. |
k) understand the importance of keeping a safe distance in conflict situations | Proxemics 10-5-2 | Distance affects the comfort level of people interacting with each other and their personal safety. At key distances (10feet - 5feet- 2feet), dynamis risk assessments can be made about safety and mood, presentation, behaviour and other intangibles, very quickly. Positioning, and hand gestures also influence safety and may enhance or detract from the quality of interaction. Poorly managed proxemics are the first step towards a person making the choice to assault a member of staff, and therefore warrant our attention and focus. |
l) summarise the methods and actions appropriate for particular conflict situations bearing in mind that no two situations are same | Treat with Dignity by Showing Respect Listen with all senses See the world through their eyes Ask and Explain Why Give Options Offer a Chance to Reconsider | Staff apply the core Dignity through Respect maxim at all times. Respect is shown through the 5 Approaches (described above in detail) and then use empathy to discover which of the available tools are best deployed within the interaction to reach the desired peaceful outcome. See the “Non-Escalation / De-Escalation Card” |
m) explain the use of ‘reasonable force’ as described in law and its limitations and requirements | Take Appropriate Action Dynamis ‘Principles of Reasonable Force’ | Reasonable Force is a concept in English Law which is governed by core principles. These principles can guide staff in the right responses to physical threats to their safety and include the concepts of Lawful Excuse, Necessity, Last Resort, Proportionality and Honestly Held Belief. Each concept has its own well-refined meaning in legal precedent. Although ‘it would be for a court to decide’ in any dispute, these principles when well-learned by staff can serve as excellent guides for decision-making and incident reporting frameworks. |
n) identify the range of support, both short and long-term, available to those affected by a violent incident | Trauma Responsiveness Empathy | Trauma may be acute, complex, historical or even secondary. Many people we meet will have experienced trauma and due to its essential nature and deep pathways in the brain, certain situations, contexts or behaviours may traumatise (or re-traumatise) people or trigger in them behaviours which they find completely unexpected. Peer support for our colleagues in the aftermath of an incident can be an extremely important healing opportunity for many. However, some of our colleagues may need more considered help and support, and it is important that in the aftermath of an incident that we carefully assess their need for this kind of in-depth care and support. “Are you okay?” is a hugely important question which we need to give appropriate care and attention to. Empathy: Acknowledge their perspective Seek to Understand Anticipate their needs |
o) understand the need to provide support to those directly affected by a violent incident and the wider organisational benefits of this. | Closure Peer Support Debriefing Supervisor Debrief as per NWAS policies Post-Incident Support as per NWAS policies Incident Reporting as per NWAS policies | Closure has the aim of ending an interaction with someone safely and on a positive note, which establishes a positive foundation for any future interactions and leaves them in a better state of mind than when we first encountered them. Closure as a concept also includes properly checking that the person we interacted with is emotionally, mentally and physically safe before we end our interaction with them, underlining the importance of handing over (for example, patients) after any high-stress encounter. A significant part of this module of the course will be built around the processes and procedures in place at NWAS for post-incident debriefing, post-incident in-depth- review, staff support, incident recording, reporting and additional support services available to staff which are built-in to NWAS operational doctrine. |
Our Process
1
Book your free training needs assessment.
Every organisation is unique and so you need a unique training course. Our free training needs assessment is a 30-minute process where we identify the risks your staff face and the training solutions you need.
2
We formulate a Bespoke Training Course.
Having understood the needs of your organisation we will create a bespoke training course tailored to your conflict flashpoints, issues and incident profile.
3
Your Staff experience relevant and beneficial training.
We will conduct your bespoke training course.
4
Satisfaction and Course Follow-up
Following the training session, we will conduct questionnaires with all attendees to give tangible before and after data.
Gerard O'Dea // Director of Training at Dynamis
In over 15 years of working with frontline staff who face difficult, distressed and dangerous behaviour, I have seen time and again how prepared staff can perform well and respond to challenging circumstances.
From teachers to nurses, teaching and care assistants to security officers in our hospitals and social workers in the community, if you deal with people every day, managing conflict becomes a necessity.
I became involved in this work because I saw the power of training and preparation in helping people to stay safe at work and to be more successful in working with their colleagues to create better outcomes.
I and my team of professional trainers now teach in over 200 training engagements every year around the UK and internationally for a wide variety of public-facing organisations just like yours.
We have sought out the best conflict management training content and the best learning methods in the world and bring then together for you and your team.
Gerard O'Dea
The Institute of
Conflict Management
Dynamis is a Quality Award Centre with the ICM, a recognised accrediting body in the U.K. for workplace training in the prevention and management of workplace violence.
Vistelar
Dynamis is the premier European Partner for Vistelar, a global consulting organisation covering training across the entire spectrum of human conflict.
9 Attitudes
Dynamis represents the 9 Attitudes system, a fully behavioural approach to self-protection and physical control which is based on the observable realities of physical confrontation.
Our Courses and What they Cover
We tailor our courses to meet the needs of each organisation or team that we meet, however our 4 main areas of work are as follows:
- 1Scenario-Driven Non-Escalation and De-Escalation Training for frontline staff which incorporates elements of how to identify escalating conflict, what to do when a person is being aggressive or resistant, and what to do when the resolution of conflict requires empathy and listening or persuasion skills.
- 2Task-Focussed Protective Physical Interventions for frontline staff which enables them to survive, reverse and respond appropriately to circumstances of physical violence where as aa a last resort they may need to protect themselves or others using the least intrusive interventions possible in the circumstances.
- 3Train-the-Trainer Development for training staff within your organisation, enabling them to deliver learner-centric courses which engage, motivate and reliably impart the target conflict and physical skills your organisation needs to create a safe and secure workplace.
- 4Consulting and Expert Support for organisations facing specific challenges, such as for example the current increasing levels of violence towards staff in Citizen Services, the similar rises in the Retail context and the ongoing search for effective ways to realise Restraint Reduction in our health and care services.
Join Over 3,000 Happy Customers
Best Course I have attended in the NHS...
“This was by far the best course I’ve attended in the NHS. Fit for purpose, current, relevant and extremely well delivered. 10/10 for delivery, professionalism and structure.”
Andy W. // Security Management Specialist
Made it Relevant...
“Very good training, and great effort to make it relevant for the type of conflict and situation we face. Excellent Trainer – 10//10”
Michaela G. // Community Engagement Officer
Grab a coffee and speak to our training advisor.
With over 15 years of experience working with clients, we are confident that we can gain an understanding of your issues, resources, timeframes and budget quickly and soon propose a training plan which fits your needs.
How to...
Organise Training Painlessly
What our customers are saying:
Tailored to situations we actually face...
“Gerard was a great teacher, he was very knowledgeable and friendly. He tailored the training to situations we might actually find ourselves in which I found incredibly useful.”
Louise C. // Homeless Shelter Support Worker
Confident...
I left feeling confident that I could safely apply the techniques I had been shown and know when to use them. Since completing this training another member of staff and I who where both on the course have been able to safely escort a child, whom we have previously struggled and felt unsure/ unsafe with escorting when dis-regulated back in to the school building safety. We were both on the same page as were the other members of staff who witnessed the incident (and were also present for the training that day) and this greatly helped us to safely bring the child back in to school. I would like to once again give my thanks to the team who came in to teach us that day. They were both amazing!
Classroom Teacher // Blossom House School March 2020.
Dignity and Respect
We help contact professionals to manage difficult, distressed or dangerous people in their workplace in the most effective and professional way possible, to keep everyone safe, verbally if we can, and physically only if we must.
Our core value as a business is that everyone should be able to work and interact with services in the world while retaining their dignity and being treated with respect, even in circumstances which are difficult. We train your staff to create safety from chaos.
- An Accredited Quality Award Centre with the ICM
- All programmes audited and vetted by a qualified Expert Witness on Violence/Conflict
- Backed by a University of Loughborough Professor of Coaching and Pedagogy
- Over 15,000 staff trained in 15 Years of Coaching and Advising
- Our clients recommend us to their colleagues at a world-class scale
The Best Time to Talk About Training is Now!
Our training calendar tends to book up some months in advance - there is no time like the present to begin getting your training organised and our client assistance team is standing by to help you!
Scenario-Driven
Training
A revolution in how staff learn to manage conflict.
100%
MONEY BACK GUARANTEE
100% Satisfaction Guarantee
You are fully protected by our 100% Satisfaction-Guarantee. If you are not fully satisfied by the training we deliver for your team, just let us know and we'll send you a prompt refund.
Gerard O'Dea
