- 2.4 Reviewing available information and making valid decisions
- 2.3 Using factual data, recommendations, suggestions, and ideas in a logical and purposeful manner to inform decision making
- 1.4 Strategies for keeping aware of own stress levels and for maintaining wellbeing
- 1.1 Elements of management decision-making
- Unit 10- Decision Making in Adult Care NVQ Level 5
- 1.2 Values, belief systems, and experiences affecting working practice
- 2.4 Adapt communication in response to the emotional context and communication style of others
- 1.1 Emotions affecting own behavior and the behavior of others
- 2.2 Providing support to engage others in the decision-making process
- 2.1 Evaluating range, purpose, and situation for effective decision making
- 4.3 Prioritize own development goals and targets
- 4.4 Use personal and professional development planning
- 4.2 Establish own learning style
- 4.1 Evaluate own knowledge and performance
- 4.2 Ways in which team members are supported to understand their role in safeguarding children and young people from danger, harm, abuse, or exploitation.
- 4.1 Reasons adult care practitioners need to be aware of national and local requirements that seek to ensure the safety and wellbeing of children and young people.
- 3.7 Demonstrate ways of assessing the effectiveness of risk management practice
- 3.6 Demonstrate positive approaches to risk assessments
- 3.5 Revise plans to take account of changing circumstances
- 3.4 Delegating responsibilities to others
3.4 Deal constructively with conflicts or dilemmas
Course: NVQ Level 5 Diploma In Leadership & Management for Adult Care
Unit 4: Relationships & Partnership Working
LO3: Manage working relationships with colleagues in the organization
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3.4 Deal constructively with conflicts or dilemmas
Conflict management is a crucial part of managing conflicts that arise amongst colleagues. In order to demonstrate this, you will be required the ability and knowledge on how best to resolve or deal with these situations when they occur in your work environment.
The workplace is not a place for people to have their personal problems solved. It’s important as managers, whether you’re handling conflicts between co-workers or working with clients and other professionals in your professional life, that we use effective techniques when resolving these issues so they don’t escalate into something more serious
The best way forward may be different depending on who it involves – but no matter what kind of disagreement arises there are ways that can help everyone come out ahead.
The best way to avoid any future problems is by taking a conflict maturely and ensuring it doesn’t fester. This can lead not only negative team morale but also ineffective working relationships as well because people aren’t able to work together on common goals effectively when there are unresolved issues from past incidents that fan back up into bigger fights than need be—and this may result in lost trust between members who regard one another differently after each fight (or worse).
The quick resolution of these situations will restore peace among everyone involved; if not handled properly then things could get ugly fast.
It is important to find the root of a conflict before moving forward. In order for effective resolutions, both parties need to be engaged and willing participants in this process- which means talking through what’s bothering them with each other! You should always keep your tone calm but firm so as not to instigate anger or frustration on either side; remember that impartiality will help prevent an imbalance when power dynamics might otherwise favor one party over another (which could lead down dangerous paths). At first glance these may seem like separate issues: working practices versus personal values/beliefs-, however, they often overlap. A moral or ethical dilemma could be the result of an unresolved work issue, for instance.
Resolution can be difficult, but it’s important to keep your emotions under control. If you’re unable to reach a resolution with an employee or client that would benefit them and the company as well then consult their human resources department about how they might resolve this situation non-judgmentally while providing support for both sides of what has become a heated argument – “perhaps by finding common ground where there was once only disagreement.”
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