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Module 1: How does this fit

…in to conventional organisational conflict management protocols?



 Module 2:  The Costs of Conflict.

Delegates complete the ‘Financial Cost of Organizational Conflict” Calculator…

…an eye-opening calculator to estimate the financial cost of a specific conflict experienced [or witnessed] within the delegate’s organisation. All of the factors and assumptions are those of the delegate and include consideration of many elements.

For example:

  • actual hours wasted by those directly involved in the conflict
  • their gross salary and benefits
  • costs to repair damages to equipment as a result of the conflict
  • estimate of absenteeism related to the conflict
  • cost of the time spent on the conflict by others employees, especially management time
  • what it costs to replace employees that quit because of the dispute, if applicable

Exit interviews, which ascertain reasons for terminations, reveal that constant unresolved conflict acts as a decisive factor in at least 50% of all such departures.


The results are generated instantly, and the session continues to address:

2.1       Primary Costs of Conflict

2.2       Secondary Costs of Conflict.

2.3       Systemic Costs of Conflict

2.4       Poor customer service is a manifestation of conflict.

Module 3: Conflict Management

3.1       What is conflict? / What is a dispute?

3.2.      Resolution addresses the conflict that gives rise to the dispute.

3.2.1.  Sustainability

3.2.2.  The seven pillars of sustainability

3.3.      Transformation

3.3.1.  Opportunities from conflict.

Module  4: The Phases of Conflict                


4.1 Prelude

4.2 Emergence

4.3 Differentiation

4.4 Escalation

4.5 Stalemate

4.6 De-Escalation

4.7 Settlement

4.8 Resolution

4.9 Transformation

Module  5: Conflict as a zero-sum game

5.1 Each party’s gain is precisely balanced by the other party’s losses.

5.2 Conflicts are not one dimensional. There are many variables.

Module 6: Power, rights and interests:

6.1.      Power

6.2.      Rights

6.3.      Interests

Module 7:  Interests vs Positions

7.1 Positions are often based on power or rights.

7.2 Interests describe what needs to be satisfied.

Module 8: Conflict personalities

 8.1 Conflict personality is not the same as conflict behaviour

8.2 Personalities drive behaviour. Behaviour derives from character.

8.3 Thomas Kilmann Conflict Mode Instrument [the TKI]:  

Module 9: Transactional analysis [TA] & Emotional Intelligence

19.1    The Conflict Management Specialist [CMS]

19.2.   A Supportive Infrastructure

19.3    Training

19.4    Intervention

Module 10: Conflict Behaviour: 

10.1    Responses

10.1.1 Constructive Responses

  • Active
  • Passive

10.1.2 Destructive Responses

  • Active
  • Passive

10.2.   Hot Buttons

10.2.1 Unreliable

10.2.2             Over analytical

10.2.3             Unappreciative

10.2.4             Aloof

10.2.5             Micro-managing

10.2.6             Self-centred

10.2.7             Abrasive

10.2.8             Untrustworthy

10.2.9             Hostile

10.3    Owning one’s own hot buttons

Module 11: Types of conflict

11.1 Values conflict

11.2 Relationship conflict

11.3 Data conflict

11.4 Interest conflict

11.5 Structural conflict

Module 12: Positive and negative conflict

12.1    Conflict is neutral.

12.2    Negative Conflict between Individuals

12.3    Conflict managed positively

Module 13: Sources of Conflict

13.1 Perceptions & Assumptions

13.2 Assumptions that drive attitudes and behaviour.

13.3 Managing conflict before it emerges as a dispute.

13.4 Primary Conflict Sources: systemic [of the organisation]

13.5 Intrapersonal/Conflict Within

13.6 Sources of interpersonal and intergroup conflict:

13.7 Email & Text

Module 14: Group Conflict

14.1.   There are two types of group conflict.

14.1.1 Horizontal conflict

14.1.2 Vertical conflict

14.2    Groupthink

14.3    When group conflicts are poorly managed.

14.4.   Group leadership that contributes to destructive escalation

14.5.   Signs of latent conflict among groups

Module 15: Latent conflict

15.1    Prelude to a dispute.

15.2    Uncovering conflict in non-crisis conditions.

15.3    Exposing latent conflict in ways that add value. 


15.3.1 Measure

15.3.2 Observe

15.3.4 Discuss

15.3.5 Envisio

Module 16: Conflict escalation and de-escalation

16.1 Destructive Conflict escalation [Glasl]

16.2 Types of Escalation

16.2.1 Aggressor-Defender

16.2.2 Conflict Spiral

16.2.3 Structural Change

16.3 Provocations contributing to destructive escalation

16.3.1 Entrapment

16.3.2 Multiple Issues

16.3.3 Intensity

16.3.4 Past grievances

16.3.5 Selective Perception

16.3.6 Negative Attribution

16.3.7 Partialisation

16.3.8 Stereotyping

16.3.9 Victimhood

16.4    Deliberate escalation of conflict

16.4.1 The conflict mountain.

16.4.2 Catharsis.

16.5    Stimulation creates anger, and anger breeds inventiveness.

16.6    Altering destructive escalation

16.7    De-escalation

16.7.1 Cognitive dissonance

16.7.2 Waning active support

16.7.3 Changes in the psyche

16.7.4 Importance

16.7.5 Buying time

16.7.6             Stalemate – also referred to as the hurting stage

16.7.7 Tactics used are now considered to have been mistakes.

Module 17: Management of workplace conflict in stages

17.1 In the workplace power is needed to manage effectively

Interests à  power à  rights rather than interestsà rightsà power

17.2 Interests-based & controlled by the parties

  • Brave Discussions
  • Whisper tools
  • Peer Mediation

17.3 Conditionally interests-based & controlled by the parties

  • Managerial Mediation

17.4 Rights based & controlled by a third party:

The Formal Process

  • Internal policy
  • Public mandate [like the Labour Relations Act]

17.5 FIRST PHASE:    Self-management of conflict

80% of all workplace conflict should be self-managed

17.5.1 A Brave Discussion: the first step.

17.5.2 Whisper Tools:          Peer Review          Neutral Evaluation          Open Doors          Conciliation          Investigation          Peer Mediation

17.6    SECOND PHASE:     Managerial Mediation

17.7    THIRD PHASE:           The formal processes.

17.7.1             Formal in-house grievance protocols:

the organisation’s policies and procedures

17.7.2             Formal external grievance protocols:

 Module 18: Organisational conflict strategies

Delegates do the ‘Dana Survey of Conflict Management Strategies Model’ to assess the conflict management strategy in their own organisations.

This is an instrument that identifies the blend of four conflict management strategies that are currently embedded in the structure and culture of an organisation. It is based on:

18.1    Behaviour:

How   engaged

the organisation is in dealing with stakeholders

18.2    Attitude:

how   adversarial

the organisation is in dealing with stakeholders

Module 19:  Integrated Conflict Management Systems [ICMS]

The four pillars of a system are:

  1. A champion: The Conflict Management Specialist
  2. A supportive infrastructure
  3. Training
  4. Intervention

19.1     The Conflict Management Specialist [CMS]

19.1.1  A Conflict Management Specialist’s [CMS] function is

19.1.2  The office of the CMS supplements HR, but

19.1.1  A Supportive Infrastructure 

19.2.1  A conflict-wise ethos develops steadily over time. It can’t be announced or

19.2.2  A philosophy that facilitates disruptions and indeed, encourages, stimulates

19.2.3  An ICMS should be treated as a cost centre. Costs saved and money
19.2.4  Collaboration amongst the executive, accounting, HR and the ICMS

19.2.5  A Steering Committee of stakeholders should meet each quarter to

19.2.6  In-house marketing of the ICMS falls under the wing of the Admin Centre.

19.1.2 Training

19.3.1  Core proficiencies:           Foundation Training in the nature of conflict           The ability to discuss based on interests & needs

19.3.2  Concentrated training:           workplace mediation           CONFLICT COMPETENCE           MANAGERIAL MEDIATION

19.1.3  Intervention

19.4.1              Contributors

19.4.2              Reactive Interventions

19.4.3              Conflict must be welcomed

19.4.4              A call-centre-style, bureaucratic, unreliable, unresponsive,

 19.2                 THE ORGANISATIONAL OMBUD


19.2.1              History

19.2.2              Safe Space

19.2.3              What is an Organisational Ombud?

19.2.4              Governance

19.2.5              Early Warning System

19.2.6              Informal Conflict Management

19.2.7              Standards of Practise

Module 20:  Listening

20.1     Passive listening

20.2     Active listening

20.2.1  Body Language

20.2.1  Paraphrasing

20.3     Tips for active listening

20.4     Considerations and practicalities associated with active listening

  • time
  • relationship
  • conditions

Module 21: Framing and Reframing.

Saying the same thing in different ways to improve cooperation.

21.1 Framing

21.2 Reframing

Module 22: Conflict avoidance

22.1.    Secondary conflict ensues, and secondary conflict is defined by mismanagement, or lack of management, of primary conflict.

22.2     Denial, as a form of avoidance, is acted out in several ways.

For example…

22.3     How do you deal with an avoider?

Module          23        Attributes of a successful conflict manager 

23.1     Everyone is a conflict manager

23.2     Instinct

23.3     Quoting directly is not a good idea.

23.4     Contentious statements or words

23.5     Remember what annoys you the most in other people.

23.6     Remember that others also have hot buttons

23.7     Respect is required for effective conflict management.

23.8     Empowerment

23.9     Do’s and Don’ts – Conflict Resolution at Work

23.10   Competence at having Brave Discussions