Course: Conflict Resolution

Course Outline – Advanced Conflict Resolution: Turning Friction into Forward Momentum Audience and Level: - Who will benefit the most: Emerging leaders and frontline supervisors in mid-sized Australian orgs (focussed on Sydney, Melbourne, Brisbane) with HR managers invited to observe or co-facilitate. - Experience level expected: Intermediate — attendees already have some people-management responsibility + will have previously attended a basic conflict-awareness session OR could be appropriately experienced if they’ve done this stuff in practice. - Group size range: 12–20 attendees per round (which allows for roleplay / peer feedback.) Stage #1 is designed to go public (open access). Pricing footnote Stage #1 course delivery should occur within $495 inc GST per person. *NOTE This doesn’t include food & venue hire costs at venues where we don't have access directly; nor does it cover flights/ hotel etc when it's run outside of tier one metro areas. Custom cohort pricing is separate from open-access public cohorts. We can bring the delivery in line with headcounts from metro hubs (Sydney, Melbourne, Brisbane, Adelaide, Perth) and regional towns (Geelong, Parramatta and Canberra) all for a small travel fee if needed. Duration and format (randomised) – Preference given to: 3 × 2-hour virtual-live modules with hybrid of one half‐day face‐to‐face practice lab Reason > Virtual theory + classroom practice provides an opportunity for learning theory, reflection and embodi Note. Suits organisations seeking to keep rosters intact but make real changes in behaviour.- Optional alternative: Full one day face-to-face immersive for leadership teams; 6 week blended programme for larger groups with e‑learning modules between longer live micrso-sessions. Delivery mode – Hybrid: live virtual (Zoom / Teams) for conceptual modules; in room practice lab for roleplay, difficult conversations and multi-party mediation simulations. – Facilitator ratio: 1 facilitator to 12 participants virtually; 2 facilitators in the face-to-face practice lab when running concurrent roleplays. – Material delivery: PDF pre-read pack, participant workbook, manager briefing note, measurement dashboard template, short on demand micro-modules for reinforcement. core philosophy and positioning (pithy, punchy) — Conflict is not something to be exterminated, it’s raw material. If you want zero friction, then you’re actually gunning for a dead organisation. - Speaking of work worries, we reckon mediation > punishment in most workplace rumbles. Yes, sometimes you want structure; there is a place for arbitration. But empowering the teams to make their own deals wins in the long term. + Compromise has a bad name. It’s undervalued as a sensible tool when practiced fairly. Some people will disagree. Fine. Debate welcome. Statistical Reasoning You should consider funding this! Workplace conflict is not trivial. One frequently cited study suggests conflict is a profit-killer; the CPP Global study (2008) claims that US businesses alone lose between $359 billion and $500 billon annually as a result of organisational conflict. The precise number will depend on circumstance and currency — but the magnitude is undeniable and justifies investment proactively. (See Sources & Notes.) Learning Outcomes (behavioural / measurable) By the end of this programme participants will: 1. Diagnose: Consistently diagnose the nature and cause of conflict in a workplace by using a three‑axis diagnostic (e.g. behaviour, systems, incentives). 2. Communicate: De-escalate 80% of simulated conflicts within an initial conversation lasting 10–15 min with advanced active-listening and assertive communication skills. 3. Hearing (a) Mediate: have a basic mediated discussion in 70% of roleplays and it's written up into an agreement that is accepted by both sides. 4. Task: Suggest two at least to organisational (policy/practice/meeting structure) changes the team could make in order to prevent a similar conflict happening again. 5. Measure: Implement a basic pre/post survey and manager observation checklist to show an increase in team psychological safety scores within 90 days. 6. Lead: Show greater confidence in dealing with repeated conflict – there is a 30% increase in self-assessed level of preparedness on post evaluation survey. Module-by-Module Outline (with timing, objectives, activities) Pre-work (45–60 minutes; required) Self-assessment: Brief survey about recent disagreements, comfort facing disagreement, and style of responding (anonymous.) Reading: Two short pieces (an Australian workplace case study and a short theoretical overview of interest-based negotiations). Manager brief: Managers are given one page head-ups asking them to make time available for the face-to-face lab with their key direct reports during our training sessions and to look out for application in the real world. "Foundations of Modern Conflict Practice" Module (2 hours; virtual) Objectives: - Create a shared language Types, Sources, Escalation - Reconceive conflict as opportunity rather than threat - Introduce diagonal scale diagnostic model Contents and Activities: - Quick-fire scenario analysis: Small group breakouts diagnose a conflict using the three-axis tool. -Mini-lecture on psychological drivers — perception, attribution, ego-protection, identity is discussed. - Polling and live Q&A. Deliverables: - Personal action plan: one thing to do differently next week. Facilitator Notes: • Use local examples (Sydney office restructure, Melbourne customer dispute) to keep it real. • Pre-empt cultural differences — Australia’s directness will get misread. Module 2 — Advanced Conversation Skills: Listening, Questioning and Assertiveness (virtual, 2 hours) Objectives: - Develop active listening skills and calibrated questioning. - Develop assertive statements that aren’t abrasive. 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Facilitator Notes: - Emphasize the specificity of behaviour. “You never…” Brake this w/ “When X happened, I felt Y…” Module 3 — Negotiation, Power and Finding Common Ground (2 hours, virtual) Objectives: - Teach interest-based negotiation; distinguish positions vs interests - Discuss power dynamics and ethical uses of leverage. Content and activities: - Interactive (multi-party) negotiation simulation with role materials. - Debrief: When do we push, when do we give, when do we walk? - Short: The ethics of leverage – confidentiality, fairness and the organisation’s mandate. Deliverables: - Real-world negotiation preparation checklist for actual, live negotiations. Facilitator Notes: - Beg to differ on “win at all costs” mentality. Compromise is pragmatic. The Anatomy of a Difficult Conversation (Half-day, 4 hours) Objectives: -Prepare to mediate conversations at high intensity. -Practice carrying out difficult one-on-ones. -Experience using facilitation to resolve conflicts in groups.As you can see, the structure is important because there are three components that are the opportunity for practice and feedback. Format: - Location neutral; small groups circulate through three station-based simulations: 1. Single-issue style conflict in performance management (employee vs manager) flood the mail system. 2. Team conflict conditional on the number of parties in resource allocation. 3. Cross-cultural miscommunication with value-based dispute. Activities - Roleplay while being observed with structured scoring rubrics - Real-time coaching by facilitator - Peer feedback and reflective journalling […] What You Will Get: - Customized written agreement completed on the three cases. - Personal development plan. Facilitator Notes: - Video playback on a role play for each participant. Nothing improves learning than watching yourself. Module 4 — System Design: Reducing Root Causes (90m, virtual) Learning Outcomes - Shift from people-problem framing to systems thinking. - Implement one structural change (RACI, meeting cadence, resource allocation, escalation pathway) that makes conflict less likely to recur. Content and Activities: - Case clinic (20 min): participants bring an anonymised workplace issue; faciitative in small groups to mind root causes and suggest system fixes - Tools: Simple root-cause analysis (5 Whys), modified for human systems. Related Other deliverables - Business case slide for one proposed intervention (to be used when you want to escalate to HR or leadership). Facilitator Notes: - Re-emphasize to the team that not all fixes are training, and that sometimes policy and incentives have to change. Module 5 — Understanding the Principles of Mediation and When to Call an Expert Mediator (90 minutes, virtual) Goals: - To understand mediation roles, limitations and when to turn a conflict over to other mediators or legal processes. - Role play opening statements at a mediation session and the caucus technique. Content and Activities - Guided mediation through with checklist. - Brief roleplay on neutrality and reframing. Deliverables: - List of mediator and manager guidelines. Facilitator Notes: - An easy explanation is that mediation is voluntary and it takes the participation of both/ all parties. However, the rules change when safety or criminal activity is involved. Module 6 — Culture, Diversity and Power — Practical Adaptations (90 min, virtual) Objectives: - Recognize cultural variations in styles of choosing conflict methods. - Deal with power imbalances and create safeguards for fairness. CONTENT AND ACTIVITIES: - Cultural mapping – what are the probable differences between collectivist and individualist styles in a particular scenario? - Strategy lab – what can be done to protect the vulnerable parties in a mediation? Deliverable: Checklist for inclusion of conflict processes. Facilitator Notes: - Be humble: “If you’re uncertain how someone will take something, ask.” Reinforcement & Transfer (post-programme) - Microlearning drip: 6 x 7-10 min videos sent out weekly for 6 weeks featuring quick refreshers (listening, opening lines, mediator dos & don’ts). - Manager toolkit: Pre/post observation checklists and a 90-day plan template to track behavioural change. - Optional 60-minute follow-up clinic (virtual) at 6-8 weeks for real-case troubleshooting. Evaluation and Measurement - Participant self-assessment pre/post of confidence, behavioural intent, psychological safety indicators. - Roleplay scoring: Independent facilitator rubric assessing listening, neutrality, agenda setting, agreement quality. - Manager observation: 6-item checklist started at programme launch through 90 days post-delivery completion. - Org metrics suggestions: reduction in repeat grievance cases; increase in team engagement scores on targeted teams; less manager escalations after six months. Success criteria (example) –70% of participants “competent” or better on roleplay rubric; managers report at least one sustained behaviour change per participant at 90 days.” Tools and Resources for Your Practice - Participant workbook (print & digital) that includes theory summaries, scripts and worksheets. - Leader one-pager: Quick dos & don’ts in the heat of the moment. - Agreement outline templates: mediated agreement, negotiation memo format provided; escalation pathway flowchart template. - Measurement dashboard template (Excel / Google Sheets). Optional supplementary reading list with Australian workplace case vignettes included as a plugin addition to the base course material if desired. Customisation Options (how we adapt for specific needs) - Industry examples: Healthcare, professional services, retail, manufacturing — each sector has its own scenarios. - Executive version: Compressed one-day format focusing on systemic change, governance and high-stakes mediation. - Frontline version: More practice less theory; focus on phrases that can be applied immediately and de-escalation strategies. - Cultural adaptation: Extra module for multi-national teams; translations / cultural briefs for mix cohort. Facilitation Notes and Trainer Skills- Qualified trainer are experienced practitioners with adult-learning qualifications, and a background in applied mediation (we like a mix of corporate, and community mediation experience).- Keep psychological safety intact when roleplaying; give opt-outs. - Use tight timeboxing on roleplays; debrief is where the magic happens.- Be explicit about confidentiality and how examples will be used — we never take real-life stories out into our work — we simply use the concept-talk in an anonymous way. Risk Management and Ethical Considerations Safety-first: if unsafe, alleged unlawful incidence emerges, stop and escalate to HR/legal per policy – mediation not appropriate for safety or criminal concerns Power imbalances: Use caucus and protective measures to avoid re-traumatisation Confidentiality: Clear boundaries on what’s recorded (and where) Consent required for recordings of mediations. Implementation Timeline (example for in-house cohort) - Week 0: Needs discovery with HR and stakeholder meeting; pre-work signed off. - Week 1: Pre-work issued; participant sign-up. - Weeks 2–4: Delivery of three virtual modules (one per week). - Week 5: Face-to-face practice lab. -FromWeek6onwards, Microlearning drip begins, manager observation commences. - Week14: Follow-up clinic, measurement review. Budget Considerations And Limitations - Public cohort price: $495 inc. GST per person (max 20 participants). - In-house half-day (full custom): From $4,950 + travel (cities only). - Add-ons: bespoke scenario development, executive coaching, extended measurement packages. - One small note on the low price point – it means larger cohorts and lower facilitator ratios; this lowers roleplay fidelity to a degree. You get what you pay for. Common Pushbacks & How We Respond (two positive opinions others may disagree with) -Pushback: “This is all soft fluff, we need policy. Our response: Policy matters, but policy is nothing without the skills of practiced conversation. People still need to talk.” - Pushback: “Arbitration keeps it clean.” Our take: Arbitration resolves a point-in-time conflict, though it seldom mends relationships. Mediation creates more compliance and future cooperation. Others will want to arbitrate — fine. We help you choose. Case Studies and Examples (anonymised) - Example 1: An unwitting Sydney team example with an ongoing power struggle. Result: Adjusted meeting cadences and clarifying RACI guidelines reduced task duplication in half while slashing escalations. - Case Study 2: Regional retail chain — frontline management trained for fast de-escalation witnessed measurable reductions in customer escalations; staff retention among the front line improved within six months. - Case Study 3: Cross-cultural project team — a few tweaks to communication norms including pre-meeting briefings resulted in less perceived disrespect as well as more on-time deliverables. Evaluation and continuous improvement Continuous feedback mechanisms are built into the programme – immediate session feedback, anonymous mid-program check-in, formal 90-day impact survey. We iterate roleplays and scenarios over time following each cohort using participant-supplied cases (anonymised) to maintain relevance Bucket load of cohorts allows us track longitudinal improvements by sector – we spot common systemic fixes and feed them back into content. Here’s What We Suggest You Do Next (short, not CTA) -Choose a pilot team — 12 people from one function where the tension is obvious and data shifts fast (sales, operations, service). -Run the 3+lab hybrid over six weeks and measure transfer through manager observations. -Guard managers’ time to observe; if it’s not protected, behavioral change grinds to a halt. A Note of Closure (a bit abrupt by design) - Conflict properly conducted is the engine of better work. Treat it like a disease and you'll sterilize creativity, but think of it as an opportunity, and you get growth. We structure workshops and practise labs so that the teams who leave have agreements they can really say yes to – not just a set of nice words on a slide. Enough theory. Time to practise. Sources & Notes - CPP Global. “Workplace Conflict and How Businesses Can Harness It to Thrive.” CPP Inc., 2008. (This often-quoted study of its time calculated that US companies are losing an estimated US$359 billion each year because of conflict within their company. Note: old study cited here to show scale, definitely advise more current local measurement for budgeting/ROI).