Insider Threat Prevention Assistant Courses 

It is fair to suggest that Conflict Prevention challenges managers in every organization, everywhere.  Human life is a problem enriched experience. Human beings spend each day creating problems and solving problems.  Everything we do generates or resolves some kind of challenge, from making a simple decision about what to eat for breakfast to resolving a difficult situation in the workplace. Over time many people learn that every problem they encounter or solution they employ is influenced by the relationship among their abilities, knowledge, skills, and tasks. Insufficiency in any one of these areas may generate a problem that requires an immediate solution. 

Conflict Prevention is an emerging paradigm that requires continuous learning coupled with disciplined inquiry working at multiple levels of complexity and detail.  In the most usual way, people who are great at preventing conflict become great by assisting people who know how to prevent conflict with great skill. Through these kind of experiences, these "Conflict Prevention Assistants" eventual master the abilities, knowledge, skills, and tasks that are essential to becoming a Conflict Prevention Specialist.  The Center for Conflict Prevention begins its client development programs at the Conflict Prevention Assistant level.  We have outlined the courses that meet the certification requirements for the Conflict Prevention Assistant below: 

Reducing the Impacts of Conflict on My Team

Conflicts are an important event of life. Some are helpful, most are not. Some teams seem to be conflict prone.  This is not an accident or the punishment of fate.  Conflicts occur because they were not prevented. This solution exists to give team leaders a way out of the conflict generating mess. It is simple yet powerful. 

Have you ever been told that "We are at our best when things are at their worst"?  Just think how much better they could be if they could do really well even in good times. Spending one's time by creating a mess so one can do well, it an oddity that will lead to ruin.  Smart people reduce the impact of conflicts by preventing conflicts.  This solution points the way to a good start in doing one's best consistently by eliminating the painful cost of conflicts continually. It is good to know how to climb out of a mess.  It is better to know how to prevent a mess from emerging.  

Managing the Core Approaches for Resolving Conflict

Many approaches exist for resolving conflict.  Most fall into one of five approaches. This solution explores the how, when, why of using each approach. The most commonly recognized approaches for resolving conflict seem to mirror human personality. Some people like to avoidance conflict, others like to use it be forceful.  Thus, we have an avoidance approach and a forceful or competitive approach.  Unfortunately, life is not this simple. We cannot resolve conflict using mere personality types.  This solution goes beyond personality and provides a more rational explanation of the five approaches by explaining what they are and how and when to use them to resolve conflict.

Assisting My Organization with Achieving Exceptional performance through Conflict Prevention 

Conflict Prevention creates an atmosphere of exceptional performance. Focusing on the attainment of exceptional performance leads an organization to takes steps to prevent unnecessary conflicts. This solution addresses a key focus area in the drive to prevent conflict. 

If your organization display an indifferent attitude to exceptional performance, it will foster an environment weighted down with considerable conflict.  A smart way to prevent conflict is to become an organization that seeks and delivers on the promise of exceptional performance as a self-rewarding goal.

Assisting My Workplace Relationships with the Conflicts That Decrease Performance

We rarely prevent or resolve conflicts in workplace relationships without assistance from colleagues.  This solution enables people to resolve conflicts before they become disasters. Many people want to resolve conflicts as rapidly as possible unless there is something wrong with them. This solution provides a plan that enables anyone to prevent or eliminate conflict.

Using Behavioral Science to Improve Conflict Preventions

This course introduces you to the behavioral approach to preventing conflict.  It describes the application of behavioral solutions to facilitate Conflict Prevention and touches upon the link of Human Science and Conflict Prevention. 

Conflict Prevention is all about managing, directing, and guiding human behavior in the workplace.  Experts normally categorize six to eight reasons conflict emerges in the workplace. Seasoned managers know, however, that many thousands of problems generate workplace conflict.  This course introduces a path to Conflict Prevention regardless of the reasons for it. 

Using the Emerging Conflict Prevention Problem Solving Technologies

Today, every business is a technology business. Competition forces the adoption of emerging technologies.  Through modern technology, organizations have gained the opportunity to Prevent, rather than resolve, unnecessary conflict.

If you had a choice, what would you prefer to do, prevent unnecessary conflict or resolve it?  Nearly everyone I know says one thing but does another.  They tell me that they would rather prevent conflict than settle for conflict resolution. When I press them on the issues they finally reveal that the do not have what it takes to prevent conflict.  They simply do not know how to get their arms around the problem. Our Applied Intuitive Solutions have changed this.  Now, anyone can use our Platform to learn how to prevent conflict before it escalates into something very expensive.

Applying Human Science to Conflict Prevention 

Applying Human Science in Conflict Prevention enables people to expand and deepen their thinking about the boundaries of a situation.  Now we know not to stop at first appearance or prejudices. We can go wider and deeper to better understand the nature of the problem and its solution.  

In conflicted situations, people usually look at the obvious solution without thinking about the less obvious possibilities. Use this solution to lead you along the path of adventure to discover something that is uniquely rare.

Applying the Human Science Approach to Conflict Prevention

Use the Human Science approach as a foundation for designing a step-by-step Conflict Prevention action plan. Conflict Prevention requires structures, processes, and policies that collectively reduce or eliminate the emergence of conflict.  The integration of these components forms a framework that more effectively connects the people centered functions and processes of an organization with the attainment of business value. 

Using Behavioral Solutions to Initiate Conflict Prevention

This course addresses the use of the Applied Intuitive Solutions Platform™ as an environment for resolving problems in Conflict Prevention and gain deeper understanding about the causes and cures of conflict producing human behavior. Conflict emerges from accidental and deliberate reasons. Unfortunately, the pain escalates just the same.  Use this solution presented in this course to design your approach for closing the gaps that create conflict.  

Anticipating the Forms of Resistance Found in Conflict Prevention

Resistance is everywhere. It hurts the most where it comes from someone you least expected to oppose you. It would be helpful if you could learn to anticipate resistance better.  With this solution, you can. When you learn to anticipate resistance better, you can do something about it early on to get less of it. Managers resist us. Colleagues resist us. Friends resist us.  It is never easy on us to be resisted.  This solution can enable you to anticipate and react to resistance regardless who does it. 

Managing Conflict Prevention: An Introduction 

Every organization believes that it delivers something of value.  In return, the receive something  valuable, at least intrinsically.  Conflict impeded the realization of this value exchange.  Conflict Prevention is essential to accelerating Business Value Realization for both the receiver and the organization.   This course introduces systems thinking as central to Business Value Realization (BVR).  

Every advance in science is preceded by an advance in methodology.  Every advance in methodology is preceded by an advance in Philosophy.  Conflict Prevent is a methodology, science, and philosophy.  It benefits from advances in each discipline.  Fundamentally, Conflict Prevention benefits from systems thinking.  Systems science, methodology, and philosophy contribute to the design and delivery of potent Conflict Prevention strategies.  This course begins this journey into the systems and methodologies of Conflict Prevention.

Mastering Systems Thinking for Conflict Prevention 

Systems are real.  They are out there and in here.  They are everywhere.  Systems are representations or description of what is there.  We can use systems to assist us in understanding or to do tasks.  You will never see a system walking down the street, unless you know how to look.  This course will enable you to see the world around you much better. What can you do with systems?  A better question: What can you learn using the systems as a lens to the universe?  You can see and learn all about the reality of systems by using systems to get there. A master of systems thinking is a better master of the world. 

Classifying Systems Types: part Twenty 

Systems Thinking is an approach for understanding systems in the world and how to improve them.  Since a system is defined by the observer, he or she ought to know something about the system he or she is observing.  This course enables observers to better recognize the types of systems observers describe. 

A generative system is a system that generates something creatively with more than one person.  Generative systems are about innovation, cooperation, and team work.  They are all about making great things happen in a participating way that brings multiple observer together..  This is only one of the types of systems examined in the course.

Using the Mental Model of Systems Thinking: Part One

Systems Thinking assists us with developing models that enable us to describe the world around us.  More importantly, systems thinking enables us to meet our goals more quickly.  This course introduces the power of systems thinking to deliver a framework for Conflict Prevention. 

Systems Thinking is about mastering the reality of relationships in a way that prevents the emergence of unnecessary conflict.  This course continues to take us into the experience of systems thinking be elaborating the systems, models, and methods of systems thinking that work together to enables us to achieve our goals more rapidly. 

Using the Mental Model of Systems Thinking: Part Two

This course examines Generic Models and the role of systems designers in building such models. The course presents an environment that prepares designers to engage in systems design as a disciplined inquiry. Most human beings know what a car is by now. If they were asked to describe one, they would start with some kind of generic description such as motors, doors, wheels, fuel and so forth.  They would be able to communicate in a generic kind of way. We can say the same about systems design.  We can at least provide a generic description that gets us going. 

Using the Mental Model of Systems Thinking: Part Three

Here in Part Three, we move from generic to general models.  A General Models is actually a library that contains all the models of the Human Activity Systems (HAS) that systems designers have completed. A General Model represents the integration of the generic with the specific. The Generic Model provides a framework for designing systems and the Specific Model that constrains and completes the final systems model delivered by the design following the Design Inquiry. 

Using the Mental Model of Systems Thinking: Part Four

This fourth course about mental model in Conflict Prevention considers the "representativeness of models" and their application to Conflict Prevention. Systems models exist to enable people to learn how the real world really works.  Systems models have goals of representativeness and are forever incomplete. They are "good enough" conceptions to enable us to satisfy the goals for building the models. 

Using the Mental Model of Systems Thinking: Part Five

This course, fifth in a series of ten, survey the wide expanse of concerns involved with designing and implementing models that can assist organizations with prevention conflict.  This course covers a wide range of topics concerning the role of in model-making in the design of Conflict Prevention system.  

Who would ever think that the road to Conflict Prevention is through systems thinking, design inquiry, model-making, systems implementation, and systems management? But it is.  Conflicts occur because life can be complicated.  Systems Thinking can assist us with simplifying the complicated situations of life.  

Using the Mental Model of Systems Thinking: Part Six

This course introduces the more technical side of conceptual modeling.  Here we introduce Socio-Technical-Systems (STS) design.  We address the challenges of resolving technical or hard and soft problems as a single problem of Conflict Prevention. 

STS design for Conflict Prevention requires designers to build analytical-conceptual models.  These models enable designers to respond to a wider range of technical challenges.  

Using the Mental Model of Systems Thinking: Part Seven

Human Activity Systems are systems in which the components are human beings.  These systems deliver potent descriptions of the environmental, structural, and behavioral environments of human experience. Human Activity Systems describe the transformation of human inter-relationships and their implications. 

Human Activity systems range from closed and tightly controlled  to open and evolutionary.  They describe the soft-situations of organizations. Designers learn very quickly to match Human Activity Systems to design methods. This require consistent systems design education and abundant innovation in systems thinking.  This course ties all of this together to assist you in becoming a Human Activity Systems designer.

Using the Mental Model of Systems Thinking: Part Eight

Conflict Prevention is about transforming people. This is a big word because it offers vast possibilities for change from the personal to the organization level.  Most interesting, however, is that the most important change for Conflict Prevention is structural.  People often find themselves in conflict simply because of the way managers structured something in the immediate environment of interest. 

Have you ever thought about your role in conflict?  Were you in a position to prevent conflict but let it happen anyway only to see it come back and irritate you later? Are you aware that much conflict occurs simply because your "self-reflective" awareness was out to lunch? One reliable way to reduce conflict is to become more self-aware about yourself and what goes on around you.  This course will enable you to become a self-awareness master. 

Using the Mental Model of Systems Thinking: Part Nine

Human Activity Systems evolve.  They do not just happen.  However, their evolution is different than that imagined my Darwin.  Human Activity Systems participate in their own evolution because they are self-guided. This requires evolutionary consciousness.  This course introduces the components of self-guided evolution. 

Conflict Prevention appears to be transformation because most people worry about conflict resolution and conflict management.  They spend little time on Conflict Prevention. Proactive Conflict Prevention reduces the need to spend time and money or Reactive Conflict Resolution.  This course makes such transformation in thinking possible.  

Using the Mental Models of Systems Thinking: Part Ten 

This course completes the ten part program on systems design, modeling making, and Conflict Prevention.  Throughout these ten courses we followed a consistent theme: The Systems Approach is the most appropriate approach to Conflict Prevention.

This course summaries what the first ten courses discussed. However, this course then goes a step further by identifying the knowledge space of Conflict Prevention.  The territory of Conflict Prevention consists of at least nine principle focus areas including mental models, design inquiry, evolutionary thinking, and transformation.  Collectively, this ten course program introduces the range and depth of Conflict Prevention while discussing a conceptual architecture for Conflict Prevention success.

Building a Coaching Framework for Conflict Prevention: Part One 

Coaching is everywhere.  Coaches can transform a bad situation into a positive opportunity. This course introduces professional Performance Coaching by asking two "bottom-line" questions.  For many coaches, the answers to these questions remain elusive. They have never really thought much about them. However, every coach owes it to his or her client to answer them thoughtfully.

Coaching, what's in it for me?  Coaching, what's in it for them.  This course walks your through the information that will enable you to more honestly answer these two seminal coaching questions.  You may think you know the answers, but you owe to yourself to really think about the. Poor coaches do a lot of damage.  if you are going to coach someone, make sure that you know how to make a positive difference by facilitate the coaching process to a potent end. 

Building a Coaching Framework for Conflict Prevention: Part Two 

WIIFM? When is coaching for the coach?  Why does anyone coach another?  Why does anybody coach another as a profession?  This course walks your through a  jungle of questions about the coaches self-interest in coaching.  Why would you want to become a coach?  

Every supervisor, manager, and executive coaches someone every day. It comes with the territory. But, colleagues also coach one another quite regularly.  In the workplace coaching, the bottom line about coaching is performance.  When delivered skillfully, workplace coaching will improve performance.  This course points out that the potency of coaching begins with the potency of the coach. For coaching to do its job well, the coach has to do his or her job well.