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Background

Background

For over thirty years the Center for Creative Leadership has conducted educational programs based on its research, and in 1983 it began exploring the dynamics of derailment among North American and European executives. Results from this research have been used in training programs, assessment instruments, and numerous human-resources initiatives in several organizations. Those results also came together with CCL faculty design efforts during the creation of Foundations of Leadership (FOL), a three-day activityenriched program that teaches the basics of effective leadership.

FOL participants have provided a rich source of lessons related to the conflicts they face each day on the job. Those experiences come from a wide range of leaders working in a context of uncertainty and an ever-changing landscape. They get an opportunity to think about their roles in conflict situations, especially as they relate to direct reports. Many managers who are new to the role (and many who are not) neglect the relationship building that is so crucial to effective leadership. Instead they focus on the strengths that brought them to their current position – the ability to get results and to take charge. To become and remain successful, managers need to learn to get results through others. Some of that work involves managing the conflicts that occur as tasks are passed to direct reports. CCL’s approach teaches managers to examine and learn from their experience so that they can recognize and address the emotional and rational sources of behavior to successfully manage conflict.


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