Workplace Conflict Resolution Training Course

Participants can select a conflict response suited to the stakes, relationships and power dynamics involved.

• Thomas-Kilmann modes compared against goals, relationships and time pressure
• Interest-Based Relational approach separates people, problems, positions and interests
• Conflict style self-assessment identifies overused responses and blind spots
• Power imbalances examined through formal authority, expertise, dependency and status
• Culture, identity and communication preferences considered without stereotyping parties
• Response strategy selected using stakes, urgency, safety and future relationship

Participants can conduct conflict conversations that reduce defensiveness and clarify workable next steps.

• Active listening uses paraphrasing, summarising, minimal encouragers and open questions
• NVC four-part message structures observation, feeling, need and workable request
• Neutral language replaces blame, labels, absolutes and assumed motives
• DESC script frames difficult feedback: Describe, Express, Specify, Consequences
• Emotion regulation applies pause, grounding, reframing and time-out protocols
• Conversation agreements establish confidentiality, turn-taking, respect and documentation boundaries
• Microaggressions addressed through impact statements, inquiry and repair requests

Participants can gather relevant information and determine the appropriate resolution pathway.

• Separate fact, inference, allegation and opinion using a dispute chronology
• Conflict interviews elicit each account, impact, needs and settlement conditions
• Questions test assumptions without cross-examination, diagnosis or premature solutions
• Root causes analysed with Five Whys and fishbone categories
• BATNA, WATNA and reservation points clarify settlement decision boundaries
• Confidentiality limits explained where safety, misconduct or legal duties arise
• Case records distinguish contemporaneous notes from formal investigation evidence

Participants can plan and facilitate appropriate informal resolution processes for workplace disputes.

• Informal resolution options matched to severity, consent, risk and policy
• One-to-one coaching prepares parties for direct, respectful problem-solving conversations
• Shuttle diplomacy tests options when joint discussion remains unsafe or premature
• Facilitated dialogue uses ground rules, issue framing and shared agendas
• Restorative questions address harm, responsibility, repair and future commitments
• Written working agreements specify behaviours, owners, deadlines and review points

Participants can structure and manage a workplace mediation from opening through written agreement.

• Mediation opening explains neutrality, voluntary participation, process and confidentiality limits
• Agenda setting converts accusations into discussable issues and interests
• Caucuses managed without carrying messages, taking sides or making promises
• Option generation expands packages before evaluating fairness, feasibility and authority
• Reality testing examines consequences, implementation barriers and BATNA alternatives
• Settlement agreements record commitments, contingencies, review dates and escalation routes
• Impasse interventions use reframing, breaks, sequencing and mediator summaries

Participants can distinguish conflict from formal complaints and manage grievance processes fairly.

• Grievance triage distinguishes interpersonal conflict, misconduct, discrimination and protected disclosures
• Procedural fairness applies notice, impartiality, hearing rights and reasoned decisions
• Terms of reference define allegations, scope, evidence sources and timelines
• Witness interviews use open questioning, corroboration checks and accurate records
• Evidence matrices connect allegations, findings, supporting material and confidence levels
• Findings written on applicable standards, evidence and balance of probabilities
• Outcome communications preserve confidentiality while explaining decisions and next steps

Participants can work constructively with unions and employee representatives during workplace disputes.

• Collective agreements reviewed for grievance steps, representation rights and timelines
• Union representatives engaged through role clarity, information protocols and respectful dialogue
• Disputes classified as rights, interest, recognition or implementation conflicts
• Good-faith bargaining behaviours separate proposals, rationales, mandates and tentative agreements
• Joint problem-solving committees address recurring workload, scheduling and safety disputes
• Escalation pathways map internal review, mediation, arbitration and tribunal referral
• Local legal advice identified when statutory rights or collective agreements apply

Participants can identify cases requiring protective action, formal investigation or specialist referral.

• Risk screening identifies violence, threats, harassment, retaliation and self-harm concerns
• Trauma-informed practice offers choice, predictability, boundaries and referral options
• Harassment complaints separated from mediation where consent or safety is compromised
• Retaliation safeguards include access controls, monitoring, reporting channels and documented decisions
• Accommodation discussions protect medical privacy while defining workable job arrangements
• Safeguarding referrals follow organisational protocols and jurisdiction-specific reporting duties
• Manager interventions stop harmful conduct without predetermining investigation findings

Participants can monitor resolution agreements and improve workplace practices that generate repeated conflict.

• Resolution plans assign actions, owners, evidence, dates and review measures
• SMART behavioural commitments convert settlement terms into observable workplace practices
• Follow-up meetings test compliance, relationship repair and emerging risks
• Conflict metrics track recurrence, resolution time, absence and grievance escalation
• Case debriefs identify policy, management and workflow improvements without blame
• Personal application plan prioritises two live workplace conflict interventions
• Referral thresholds clarify when managers involve HR, unions or specialists