Let us help your team with Conflict Resolution

Conflict Resolution skills for NHS teams who meet angry, upset and distressed - often vulnerable - people in their work.

Make your workplace a safer environment for everyone who meets there.

As a healthcare security leader, you realize 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.

Hundreds of safer clients...

Hospitals and Healthcare

This is what we do

Non-Escalation

Easing people's anxiety and not setting off conflict triggers, by being in emotional control of oneself and alert and decisive about how to Treat People Right. This is the ultimate test of Conflict Resolution.

De-Escalation

Tried and trusted pathways for expertly managing patients and visitors who are abusive, refusing or resistant to the reasonable requests of staff. This is Conflict Resolution at its most critical.

Crisis Intervention

Using empathy as a guide to create safety and to aid recovery for people who are in emotional distress or experiencing crisis. This is Conflict Resolution with vulnerable people.

Take Appropriate Action

Confident in the processes and procedures of your organisation, your team will make the appropriate decision about escalating their response or handing off to a team who can.

Your NHS staff can promote dignity and respect throughout your service.

Our wide range of courses are designed for public-facing teams who deal with vulnerable individuals and those capable of spontaneous aggression. Our aim is that every person is treated with dignity and is shown respect, even when there is disagreement.

Book a tailored training course from Dynamis Training and your team will:

  • Be aware of conflict triggers and emotional control
  • 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 Conflict Resolution - mapped to our Vistelar Methodology

    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:

    • We See the world through their eyes
    • We Listen with all our senses
    • We ask and explain why
    • We offer options, letting the other choose
    • We give an opportunity to think again


    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.

    NHS Conflict Resolution - Implementation and Learning Outcomes PDF

    NHS Conflict Resolution - Refresher Training Guidance PDF

    Our Process for Working with You

    1. 1
      Book your free training needs assessment. Every organization is unique and so you need a unique Conflict Resolution 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. 2
      We formulate a Bespoke Training Course. Having understood the needs of your organization we will create a bespoke Conflict Resolution training course tailored to your conflict flashpoints, issues and incident profile.
    3. 3
      Your Staff experience relevant and beneficial training. We will conduct your bespoke Conflict Resolution training course.
    4. 4
      Satisfaction and Course Follow-up. Following the Conflict Resolution training session, we will conduct questionnaires with all attendees to give tangible before and after data.

    HI! I'M GERARD O'DEA

    Director Of Training At Dynamis

    Hi and thanks for visiting our website today.

    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 organizations just like yours.

    We have sought out the best conflict management training content and the best learning methods in the world and bring them together for you and your team.

    WHAT OUR CUSTOMERS ARE SAYING

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    Our Partners and Accreditation

    MEMBER OF 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.

    Healthcare Myth 2: If I Say Something It Will Make Things Worse 2

    EUROPEAN PARTNER FOR

    VISTELAR

    Dynamis is the premier European Partner for Vistelar, a global consulting organisation covering training across the entire spectrum of human conflict.

    REGIONAL REPRESENTATIVE FOR 9 ATTITUDES BEHAVIOURAL TACTICS

    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 Conflict Resolution courses to meet the needs of each organization or team that we meet, however our 4 main areas of work are as follows:

    1. 1
      Scenario-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. See more at Conflict Management.
    2. 2
      Task-Focused 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.
    3. 3
      Train-the-Trainer Development for training staff within your organization, enabling them to deliver learner-centric courses which engage, motivate and reliably impart the target conflict and physical skills your organization needs to create a safe and secure workplace.  See more at Train-the-Trainer.
    4. 4
      Consulting and Expert Support for organizations 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 realize Restraint Reduction in our health and care services.

    Join Over 3,000 Happy Customers

    What our customers are saying:

    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

    Serious improvements to how we deliver healthcare...

    “I am proud to have watched 24 of our Healthcare staff grow in stature, confidence and experience in conflict management this week. We will roll out this training across our entire business to make serious improvements to how we deliver healthcare conflict management to the NHS.”

    NICK SLATER, SOLUTIONS DIRECTOR // SERCO HEALTHCARE

    Restraints halved...

    “The amount of time we are spending in any restraints has been halved – and that is just data from the first four months since we started rolling out the training. It really opened even our eyes to the effectiveness of the approach. ‘If you visit the unit now, the first thing you would notice is the distinct lack of buzzers going off and attack alarms going off, because we hardly even hear them anymore.’”

    Leanne - Deputy Manager, // ASC Living (Balhousie Healthcare)

    "Gold Standard"

    “I’d just like to take this opportunity to thank you for a first class course, both in delivery and content. The level of instruction was easy to follow, constructive and backed up by rationale, current best practice and legislation. This is definitely the ‘gold’ standard as far as I’m concerned and something as an organisation we need to aspire to."

    Security Management Specialist, // South West Region

    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 Organize Training Painlessly!

    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.

    Frequently Asked Questions

    Where is the training carried out?

    Usually the training venue will be our client's responsibility and full details of this are made clear around the time of booking so that you know what we are going to need to give your people the best possible experience of training with our team.


    We have often helped our clients to source appropriate training venues, where that assistance was requested!


    Due to the nature of our training approach, we often require a good-sized training room which has the capacity for your team to move around in and in which we can set up scenarios which are as close as we can get them to real-world applications of the material we teach your people.

    What is the investment in training?

    Our training costs are often calculated on a per-day basis and directly related to the Needs Analysis which we carry out with you.

    We are constantly working to make sure that the investment level is reasonable and competitive.

    We generally ask for an investment which takes into account the type of content we are going to work on with your staff, the numbers of staff involved, the risk level of the encounters they engage in and the number of days of training which will be required to get your people up to the proper standard.

    We are VAT registered and all pricing sent to you is 'plus VAT at the prevailing rate'.

    We also charge travel expenses which you should discuss with our training advisor so that these are as clear as possible as you book in your training course.

    How quickly can I book training to happen?

    Our training advisor is waiting to have a call with you to discuss your timelines and preferred schedule. We generally book training 4-6 weeks out from today, however we always have been able to respond to clients who need training 'as soon as possible' when urgent needs pop up. The sooner we talk with you, the sooner we can get the training in place!

    How many people can attend a training course?

    There are numerous formats which we use to deliver training with your team, whether it be a large group or a smaller team. We know that the best group sizes for learning depend on the complexity of the material to be covered, the amount of time we have with your people and also the constraints you may be working with in your budget and resources. Most of our clients put 12-16 people in our less-physically demanding training courses, and often fewer people than this into our more demanding courses. Let's talk about the best solution for your needs....

    Is Dynamis training Accredited?

    Dynamis has attained the respected Quality Award Centre status (QAC #2201) with the Institute for Conflict Management (ICM), demonstrating our commitment to quality assurance and strict adherence to the most recent guidance on the management and prevention of workplace conflict.  All our trainers are fully qualified and attend CPD development on a regular basis in accordance with ICM requirements.

    Is the training suitable for my staff and my context?

    Our goal is that you see a tremendous improvement in your team's ability to prevent and manage difficult encounters with the people in your service, so we focus on making sure that each training session with your people feels directly connected to their everyday work and is compliant with the relevant guidance which governs it.

    100%

    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