Conflict Management


Conflict resolution can be defined as the informal or formal process that two or more parties use to find a peaceful solution to their dispute. This training will review types of conflicts and instruct in the skills needed to resolve most conflicts.
A number of common cognitive and emotional traps, many of them unconscious, can exacerbate conflict and contribute to the need for conflict resolution. The course will examine the following:
Self-serving fairness interpretations. Rather than deciding what’s fair from a position of neutrality, we interpret what would be most fair to us, then justify this preference on the bases of fairness.
Overconfidence. We tend to be overconfident in our judgments, a tendency that leads us to unrealistic expectations. Disputants are likely to be overconfident about their odds of winning a dispute, for instance, an error that can lead them to shun a negotiated settlement that would save them time and money or a relationship.
Escalation of commitment. Whether negotiators are dealing with a labor strike, a merger, or an argument with a colleague, they are likely to irrationally escalate their commitment to their chosen course of action, long after it has proven useful. We desperately try to recoup our past investments in a dispute (such as money spent on legal fees), failing to recognize that such “sunk costs” should play no role in our decisions about the future.
Conflict avoidance. Because negative emotions cause us discomfort and distress, we may try to tamp them down, hoping that our feelings will dissipate with time. In fact, conflict tends to become more entrenched, and parties have a greater need for conflict resolution when they avoid dealing with their strong emotions.

Topics for this course

5 Lessons

Session I – Exploring Conflict?

The first session will examine conflict and help the students define and understand the conflict process. Even though differences of opinion can be great for innovation, development and progress, they can be uncomfortable and even detrimental if not managed deftly. How do you as a leader handle conflict and why is it so important? First, as a leader, you have the most responsibility for productive conflict resolution because you set the tone with your team. If you aren’t calm, respectful and open, you won’t be likely to get the same from them. Conflict can also be challenging in a leadership position because at the end of the day, you don’t really have to find common ground if you don’t want to or if you decide that “splitting the difference” by compromising isn’t really the best path forward for you and your organization.
What is Conflict?
What is Conflict Management
Reflection – Conflict Management Styles

Session 2 – Creating An Effective Atmosphere – Ground Rules?

Ground rules provide the framework for resolving conflict and should be set at the beginning of any conflict resolution process. Depending on the situation, these ground rules can be extremely brief or highly detailed. The ground rules can be referred to by the participants throughout the conflict resolution process. These ground rules give the participants and objective way of addressing personal attacks and emotional issues. This section will help develop skills in creating ground rules for conflict resolution. Guidelines for ground rules: • The ground rules should be developed and agreed upon by all parties involved. • The ground rules should be positive as far as it possible. • The ground rules should be fair to both parties. • The ground rules should be enforceable. • The ground rules should be adjustable. • The ground rules should be written and posted where both parties can refer to them.

Session 3- Finding Common Ground

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