All conflicts can be resolved
Supervision
Valuable tool to support
Let's plan a supervision program for you together
Supervision can be a valuable tool to continuously support and develop psychological safety in the employee group and in relation to management.
Supervision can facilitate the employee group to talk about the things that they don't have the time, space or safety to talk about on a daily basis. In this way, supervision creates a safe space where employees are given the opportunity to investigate, handle and solve small and larger challenges in a way that strengthens well-being, community and security.
In this way, supervision can help strengthen accountability and more self-management, as well as ensure constructive contact with management if there is a need for help, clarification or decisions that employees cannot make themselves or need help to formulate constructively and realistically.
Supervision is a good and effective way for organizations to ensure continuous preventive efforts in accordance with the requirements of the new health and safety legislation.
Colleague conflicts - When there are challenges in mental well-being and collegial collaboration
Conflicts are impossible to avoid. When employees' psychological well-being is not in order, frustration, conflict and dissatisfaction get in the way of core tasks, good collaboration, constructive behavior and communication. As a result, relationships and collaboration between colleagues, management and the organization can be strained.
But it is possible to create a good culture where disagreements and conflicts are handled proactively and constructively. We can help you with that.
- Practical tools, methods and instructions to manage and resolve your conflicts constructively and create good working relationships in your team and department - a common language.
- Establishing a collegial culture where you talk about what's important in a timely and constructive way.
- Very concrete feedback and conflict resolution agreements both between colleagues one-on-one and in team and group contexts.
- Establishing and facilitating a very concrete and evidence-based framework for behavior and communication that supports core tasks, community and well-being.
- Frame and facilitate behavioral, communication and cultural change.
- Facilitate a good cooperation and collaborative climate between management and employee representatives so that unnecessary conflicts are avoided and the ongoing collaboration on mental well-being is constructive and concrete.
- Facilitate a constructive, transparent and evolving conversation between management and employees.
"The elephant in the room only becomes a problem if there are no tools and experience to address and manage it."
When culture eats strategy for breakfast
Sometimes new knowledge, methods and tools are not enough, because it's the culture that needs to change. On average, it takes 18 months to change a culture, and the prerequisite for culture change is a clear process design and ongoing training in the new methods, tools and agreements. This doesn't mean that you can't make positive, visible and noticeable changes very quickly, but it does mean that if you want to make sure that these changes are permanent and become part of "this is how we do things without thinking about it", it takes more than a theme day if you don't want to be back to square one six months later.
- From "talk about" to "talk to" culture
- From "We talk to each other a bit harshly, but it doesn't matter..." to "We talk to each other in a way that both old and new employees can feel comfortable with"
- From "Why aren't things under control here" to "I and we solve and take responsibility for the things we can solve ourselves"
- From "Management and employee agendas are fundamentally contradictory" to "Management and employees are united in ensuring that the core task is performed in the best possible way and in a way that supports well-being and psychological work environment"
- From "Nothing seems to be done by management when there are conflicts" to "What management does when there are conflicts is clear and reasonable."
Why external help for culture change
Sometimes culture change in practice requires external help to support, facilitate, train or coach the process. As it is often management that will initially have to facilitate and drive a culture change process, it can be a good idea to use external help for time reasons alone to avoid overloading the management task or the manager.
In addition, there may be an element that the people who have directly or indirectly been involved in developing the culture to be changed may have blind spots that make it difficult to detect when their own or others' behavior and communication is actually helping to maintain the old culture.
This can mean that cultural change processes do not reach their goal or take an unnecessarily long time to complete with unnecessarily high costs for the psychological work environment as well as for the organization's resources and efficiency.
We can help you with competence development, culture change and culture development that supports psychological safety, constructive collaboration and high well-being - and that works in your practice.
