モデルスクリプト:Conflict Resolution
こちらの記事では、Conflict Resolution のモデルスクリプトをご紹介します。
一昔前まではオフィスでのいざこざは起きてしまったら(労働市場の活発化もあり)誰かが退職してしまってもあきらめるしかないものと思われていましたが、近年は当事者双方、仲裁者の3者全員がNon-violent communication のコンセプトを理解していれば十分和解する/互いを理解することが可能になってきており、こういう世界の最新のトレンドをより早く取り入れていけるのも英語学習のインセンティブになるかもしれません。
Conflict Resolution Meeting Script
Participants:
John Smith (Head of Sales)
Emily Johnson (Head of System)
Robert Davis (COO)
Sarah Lee (Head of HR)
Scene: A conference room at the SaaS venture company. The atmosphere is tense as John and Emily take their seats across from each other, while Robert and Sarah sit at the head of the table.
Robert Davis (COO):
(calm and composed) Thank you all for coming today. I know this isn’t an easy conversation to have, but it’s crucial that we address this conflict head-on. We’re all here to ensure that we continue working effectively as a team, so let’s keep the discussion respectful and focused on solutions. John, why don’t you start by sharing your perspective?
John Smith (Head of Sales):
(takes a deep breath, visibly trying to keep his emotions in check) Thank you, Robert. I want to start by saying that I respect the work that Emily and her team do. But recently, I’ve felt that there’s been a lack of responsiveness from the System team, especially when it comes to critical issues that impact our clients. Last week, for example, there was a bug in the system that caused major delays for several of our top clients. I felt that the urgency I communicated wasn’t met with the same level of urgency on Emily’s side, and that’s frustrating for me and my team.
Emily Johnson (Head of System):
(slightly defensive but trying to stay professional) I understand your frustration, John. But from my perspective, the situation wasn’t as clear-cut. We were dealing with multiple high-priority issues at the same time, and we had to triage based on the impact and resources available. I also felt that some of the demands from your side were unrealistic given the circumstances. My team was working around the clock, and I communicated the constraints, but it seemed like that wasn’t acknowledged.
John Smith:
(raising his voice slightly) Unrealistic? Emily, the clients were furious! This isn’t just about technical constraints—it’s about maintaining our reputation. When I say something is urgent, it needs to be treated as such. I felt like I wasn’t being heard, and that’s what led to the frustration on my end.
Emily Johnson:
(starting to lose her composure) And I felt like my team was being unfairly pressured. We’re all working under tight deadlines, but we can’t magically solve problems without the necessary time and resources. It’s not just about reacting; it’s about ensuring the fix is right.
Robert Davis:
(interjecting calmly) Alright, I appreciate both of your perspectives. Let’s pause here for a moment. John, I can see that you’re passionate about delivering for our clients, which is absolutely vital. Emily, I understand that your team is under significant pressure and that you’re prioritizing issues as best as you can. The question now is, how do we move forward in a way that meets both of your needs without escalating tensions?
Sarah Lee (Head of HR):
(supportive and empathetic tone) I agree with Robert. It’s clear that both of you care deeply about your work and the success of the company. What I’m hearing is that there’s a breakdown in communication that has led to these frustrations. Before we go any further, John, you mentioned feeling unheard—can you specify what kind of response or acknowledgment you were looking for from Emily?
John Smith:
(sighs, trying to articulate his feelings) I think I was looking for more immediate acknowledgment that the issue was critical and that it would be addressed as a priority. Even if it couldn’t be fixed right away, I wanted assurance that it was being escalated and that it wouldn’t fall through the cracks.
Emily Johnson:
(nodding, more composed now) I see. And I apologize if it felt like I wasn’t acknowledging the urgency. We were juggling a lot, but I could have communicated more clearly about what we were doing and why. That’s on me.
Robert Davis:
(encouraging) Good. That’s progress. John, it’s great that you’re reflecting on what you needed in that moment. Emily, I appreciate your willingness to acknowledge where things could have been handled differently. Let’s keep this going. Emily, is there anything you would like John to understand from your side?
Emily Johnson:
(thoughtful) Yes. I would like John to understand that my team is doing everything we can with the resources we have, but we sometimes need more context to prioritize effectively. If I could have had more detailed information about the client impact right away, it might have helped us make different decisions.
John Smith:
(more calmly) That makes sense. I can work on providing more context upfront. I didn’t realize that was something that would help your team.
Sarah Lee:
(smiling slightly) It’s really encouraging to see you both finding common ground. Now, John, earlier you mentioned that you were frustrated and that things got emotional. I think it’s really important to recognize that we all have moments where emotions run high. You’re not alone in that, and it’s okay. What’s important is how we handle those emotions going forward.
John Smith:
(nodding, somewhat remorseful) You’re right, Sarah. I’ve been reflecting on that, and I realize I let my emotions get the better of me. That’s not the example I want to set for my team, and I’m committed to working on it. I’ve actually been considering some additional training or coaching to help with emotional regulation in high-stress situations.
Robert Davis:
(supportive tone) That’s a great step, John. Recognizing where you can improve is the hallmark of a strong leader. And Emily, I know you mentioned earlier that you haven’t had much experience with non-violent communication techniques. Sarah, do you have any recommendations for resources or training that could benefit Emily and her team?
Sarah Lee:
(nodding) Absolutely. There are several workshops and online courses focused on non-violent communication and emotional intelligence in the workplace. These could be very helpful not just for Emily but for the entire leadership team. It’s about building a toolkit that allows us to navigate tough conversations without things escalating.
Emily Johnson:
(thoughtful, considering the suggestion) I think that would be really beneficial. I’ve always focused more on the technical side of things, but I can see how improving communication skills, especially in stressful situations, could make a big difference. I’m open to that training.
Robert Davis:
(smiling slightly) This is exactly the kind of proactive attitude we need. I think it’s clear that both of you are committed to making things better, not just for your teams, but for the company as a whole. Let’s set up a time to discuss how we can implement these trainings and make them part of our ongoing development plans.
John Smith:
(more relaxed now) I’m on board with that. I think it’s something that will benefit all of us in the long run.
Emily Johnson:
(smiling softly) Agreed. I’m glad we had this conversation. It’s not easy, but it’s necessary.
Sarah Lee:
(encouraging tone) I’m really proud of how this discussion has evolved. It’s not easy to admit when we’re struggling or when we could have handled things better, but that’s how we grow. I’ll take the lead on coordinating the training sessions and make sure we have something in place soon.
Robert Davis:
(concluding the meeting) Excellent. I want to thank you both for your honesty and your willingness to work through this. Let’s move forward with the lessons we’ve learned today, and continue to support each other as we strive to meet our goals.
John Smith:
(standing up, extending a hand to Emily) Thanks, Emily. I appreciate your understanding.
Emily Johnson:
(shakes John’s hand with a sincere smile) Thank you, John. Let’s keep the communication open.
Robert Davis:
(smiling as he stands up) That’s the spirit. Sarah, let’s touch base tomorrow to start planning those sessions.
Sarah Lee:
(nodding) Absolutely, Robert. I’ll send out some options by the end of the day.
Robert Davis:
(as they all stand up to leave) Alright, let’s get back to our teams with a renewed sense of purpose. We’ve got work to do, and I’m confident that we’re moving in the right direction.
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