Conflict Resolution Skills

Course Outline

  • What Is Conflict?
  • Where Does Conflict Come From?
  • Conflict Dimensions
  • Difficult People That Cause Conflict
  • The Manager as a Conflict Negotiator
  • A Model to Manage Conflict Collaboratively
  • Five Styles of Conflict Management
  • Strategies to Defuse Conflict
  • Responding to Criticism
  • Assertiveness Skills
  • Changing Conflict to Collaboration
  • Conflict as a Stress Generator
  • Glossary of Terms Used
  • References

Evaluation of Individual Objectives

To assess the effectiveness of the course material, we ask that you evaluate your achievement of each learning objective on a scale of A to D (A=excellent, B=good, C=fair, D=unsatisfactory). Please indicate your responses next to each learning objective and return it to us with your completed exam.

Learning Objectives

Chapter 1: What Is Conflict?
  1. Define conflict and explain the importance of handling conflict in an organization.
  2. Describe how conflict can be healthy for an organization.
  3. Improve skills in managing as well as resolving conflict and dealing with interpersonal differences.
Chapter 2: Where Does Conflict Come From?
  1. Relate or vocalize disagreement among staff members.
  2. Outline various definitions of conflict.
  3. Analyze conflict situations in workplaces involving different individuals and situations.
  4. Describe 7 major types of conflict and apply them to a real-life situation.
  5. Identify 4 basic personalities and describe their communication styles.
  6. Identify 4 behavior patterns and apply them to a real-life situation.
  7. Describe 3 stages of typical conflicts and appropriate ways to handle conflict situations at each stage.
  8. List 5 characteristics of a conflict.
  9. List 9 environmental factors that influence conflict.
Chapter 3: Conflict Dimensions
  1. Describe myths and truths about eliminating conflict from personal life or workplace.
  2. Describe 4 behavior blocks that can potentially interfere with the constructive resolution of a conflict situation.
  3. Distinguish between unmanaged and managed conflict.
  4. List 4 guiding principles that may help you resolve conflict.
Chapter 4: Difficult People That Cause Conflict
  1. Identify behaviors in persons that bother you.
  2. List 5 tactics you should follow when your personal dignity is threatened.
  3. Outline 9 measures one should take to prevent difficulties with other people.
  4. List 5 ways people react when disagreement exists, and employ strategies to effectively deal with them.
  5. Categorize people by the way they create conflict.
  6. Explain why women find it difficult working with other women and offer suggestions in dealing with them.
  7. Recommend 4 keys to effective communication with Generation Xers in the workplace.
Chapter 5: The Manager as a Conflict Negotiator
  1. Identify 4 areas for specific management attention in conflict negotiation.
  2. Describe the personality and actions of a “nice-guy” manager.
  3. Describe the challenges posed by a “manipulator.”
  4. List 3 courses of action a manager can take when faced with a conflict in the work environment.
Chapter 6: A Model to Manage Conflict Collaboratively
  1. Explain why groups have trouble resolving conflict.
  2. Describe the nine-step group conflict management model.
Chapter 7: Five Styles of Conflict Management
  1.  List 5 styles of conflict management and describe their verifying strengths and limitations.
Chapter 8: Strategies to Defuse Conflict
  1. Describe 11 strategies to defuse conflict.
  2. Explain 4 characteristics of principled negotiation.
  3. Identify 6 styles of negotiators and describe their characteristics.
  4. Describe conflict formula for angry people.
  5. List 6 steps necessary for developing a positive conflict attitude.
Chapter 9: Responding to Criticism
  1. List 12 motives of a critic.
  2. List 4 don’ts in responding to criticism.
  3. List 7 ways to defuse criticism.
Chapter 10: Assertiveness Skills
  1. List 10 elements of assertive behavior.
  2. List 10 components of assertive behavior.
Chapter 11: Changing Conflict to Collaboration
  1. Outline 3 reasons for collaborating.
  2. List 11 strategies for managers to utilize in promoting integrated solution.
  3. Identify 5 issues to deal with in managing collaborative relationships.
Chapter 12: Conflict as a Stress Generator
  1. Measure your knowledge about stress.
  2. Describe 7 ways body responds to stress.
  3. Take a stress test and identify factors that cause stress in your life.
  4. Describe 3 approaches to managing stress that conflict creates.
  5. Describe 7 relaxing strategies.

Customer Comments

” Enjoyed the course. Felt like information obtained from this course will make me a better manager.” – A.F., San Jose, CA

“The course contained some valuable tools for conflict resolution.”   – T.L., Metairie, LA

” This is a very informative course and the book is one that will be referred to again and again as different situations arise.”   -F.F., Bogalusa, LA.

“Course was very clear and concise.”   – N.M., Metairie, LA