When cross-cultural dispute resolution is unclear, people default to protecting their own function. The hardest part of the practice within organisational leadership is rarely deciding — it is holding the decision when it becomes unpopular. The result is the confidence to make and defend decisions about this area of organisational leadership under scrutiny. Content is organised around the decisions practitioners actually face in cross-cultural dispute resolution, not around theory headings. What blocks progress on this aspect of organisational leadership is usually unclear ownership rather than unclear intent. It is appropriate for those preparing to take on wider responsibility for this strand of organisational leadership. The most reliable predictor of sound cross-cultural dispute resolution is whether anyone reviews it when nothing has gone wrong. Sessions alternate between guided analysis of this part of organisational leadership and supervised application. The course ends by identifying what the participant will stop doing to make this strand of organisational leadership sustainable.
Expected Learning Outcomes
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Build the trust that makes candid feedback about cross-cultural dispute resolution possible.
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Make decisions on cross-cultural dispute resolution at the right speed for the risk involved.
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Structure records of cross-cultural dispute resolution so that they answer the questions an auditor will actually ask.
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Develop successors capable of running cross-cultural dispute resolution without you.
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Resolve conflict about cross-cultural dispute resolution without leaving residue.
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Diagnose whether a problem in cross-cultural dispute resolution is one of design, resourcing or discipline.
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Adapt recognised practice on cross-cultural dispute resolution to local constraints without hollowing it out.
Who Should Attend
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Managers of multi-site operations seeking consistency in cross-cultural dispute resolution.
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Team leaders responsible for daily delivery of cross-cultural dispute resolution.
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Executives leading multi-function programmes involving cross-cultural dispute resolution.
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Newly promoted managers taking on cross-cultural dispute resolution for the first time.
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High-potential staff being prepared for wider responsibility for cross-cultural dispute resolution.
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Managers in small and medium organisations who own cross-cultural dispute resolution alongside other duties.
Course Modules
Open any module to see its sessions and topics.
01
Cross-cultural dispute resolution: deciding under pressure and incomplete information
2 sessions · 8 points
Session 1Moving cross-cultural dispute resolution through people who do not report to you
Establish who is informed, consulted and accountable in cross-cultural dispute resolution.
Close out actions on cross-cultural dispute resolution rather than leaving them open indefinitely.
Confirm that reporting on cross-cultural dispute resolution reaches the people who can act.
Identify the conversation about cross-cultural dispute resolution you have been postponing, and schedule it.
Session 2The meeting that finally unblocks cross-cultural dispute resolution
Give one piece of specific feedback on cross-cultural dispute resolution within the week.
Decide the point at which you would escalate cross-cultural dispute resolution.
Set out the decisions in cross-cultural dispute resolution that require sign-off and by whom.
