Strategies for Workplace Conflicts
Practical and Effective Conflict Resolution Skills for Managing Everyday Workplace Disputes
(Formerly Dispute Resolution Skills)
Every workplace experiences conflicts. How we respond to and handle these issues is an important measure of our effectiveness as managers and leaders.
Strategies for Workplace Conflicts focuses on how managers and leaders approach common workplace disputes in a constructive and effective way. Using case studies, hands-on exercises and small group work, participants will learn how to anticipate and better understand the dynamics of recurrent workplace conflicts. This highly interactive program features multiple exercises that build on one another as well as extended opportunities to practice different intervention strategies and conflict resolution skills in the context of common everyday workplace interactions.
Our program includes discussions, case studies, role play and reflective exercises to develop skills that you can apply directly in your workplace.
a) Understanding conflict
Learn how to distinguish between different sources of conflict and what motivates people in conflict through discussion, interactive presentations and simulation exercises. We’ll discuss interpersonal conflict and the impact of gender, culture and generational dynamics. You’ll also learn about the conflict triggers that result in escalation, and tools to help improve interpersonal communication.
b) Difficult conversations, difficult people
We all sometimes avoid conflict. Sometimes the issue is sensitive or hard to raise, and sometimes the individual(s) involved are especially difficult to deal with. We’ll examine why certain types of conflict are challenging and discuss different approaches for having difficult conversations, especially with difficult people. You’ll also learn how group dynamics in team meetings can both work to escalate, and de-escalate, organizational conflict.
Coaching prepares and hopefully empowers an individual to get focused on how to better deal with an interpersonal conflict. We’ll teach you how to prepare people to have difficult conversations and to take constructive approaches to resolving conflicts.
d) Group conflict
Some of the most difficult conflicts arise within teams, and sometimes between teams or units. We’ll talk about how to identify early problems with team collaboration, and how to evaluate whether the source of a team problem is a particularly difficult individual, or a lack of direction and leadership, interpersonal conflict, perhaps an organizational issue - or something else.
e) Structural conflict
Your organization structure may be unintentionally contributing to interpersonal, group and intergroup conflict. We’ll review several potential structure sources of conflict – for example, how decisions over bonuses get made, or how co-ordination takes place between two units or team - and discuss how to focus on what can (and not what cannot) be changed.
Learn how to:
- Respond to different types of online, interpersonal and inter-team conflicts
- Manage conversations with especially difficult or emotional people
- Identify specific implications of different types of conflict
- Understand, prevent and de-escalate digital media conflicts
- Handle spontaneous conflictual interactions
- Analyze whether your organizational structure is contributing to conflict
- An enhanced capacity to deal with everyday work conflicts using proven strategies
- Skills to understand, prevent and de-escalate personal and digital media conflicts
- Coaching tips for guiding team members to take a constructive approach to conflict
- Approaches to raising difficult issues
- Skills and tools for handling spontaneous conflict situations
- Tools and processes for working with team conflicts, and developing an effective response
- Analysis to help you assess whether organizational structures may be contributing to conflict in your workplace
- Conflict manual with toolkit
- Dynamics of Conflict by Bernard Mayer
- Action and analysis checklists
- Sample agreements and protocols
- HR and LR professionals
- Labour leaders
- Lawyers and mediators
- Employees who would like to learn how to deal with conflict more productively
Bernie Mayer is a Professor of Conflict Studies in the Negotiation and Conflict Resolution Program at Creighton University in Omaha, Nebraska. He is also a founding partner at CDR Associates, based in Boulder, Colorado. Since the late 1970s, Bernie has mediated or facilitated the resolution of labour management, public policy, ethnic, business, family, community, and intergovernmental conflicts.
Bernie is internationally recognized as a trainer and an innovative leader in applying mediation and conflict resolution to human service arenas and particularly to disputes between public agencies and involuntary clients. He has consulted on conflict management procedures and trained mediators, negotiators, and...
Read the full bio for Bernie Mayer
Dr. Julie Macfarlane is Distinguished Professor and Professor of Law at the Faculty of Law of the University of Windsor. She is an active mediator, and consults regularly on conflict resolution interventions, training, program evaluation and systems design for a range of public and private sector clients. Over the past 25 years, she has provided conflict intervention training for legal practitioners, law students, civil servants, union and management groups, aboriginal council members, legal aid workers and health care professionals.
Julie has received a number of professional honours in the course of her career, including the David Mundell Medal for Legal Writing (2016), two Canadian Law Blog Awards (CLAWBIEs,...
Read the full bio for Julie Macfarlane