Details
This workshop provides participants with practical, workplace-ready skills to manage conflict confidently and constructively. Rather than avoiding conflict or allowing it to escalate, learners gain a clear understanding of why conflict occurs, how to identify its root causes, and how to choose the most effective response for each situation.
The course equips managers and employees with proven conflict management techniques, structured resolution processes, and strong communication skills that help reduce tension, protect working relationships, and improve productivity. Participants also gain insight into legal frameworks and organisational procedures, enabling them to handle disputes professionally, fairly, and in line with workplace policies - resulting in healthier teams, stronger collaboration, and more resilient organisations.
This course is aligned to cover the specific outcomes of unit standard 114226 at NQF level 5 for 8 credits. However, we blend current models and best business practices into the course.
The course objectives are:
- Understand the nature and causes of workplace conflict
- Identify common sources and types of conflict in organisations
- Distinguish between constructive and destructive conflict
- Apply appropriate conflict management and resolution styles
- Use a structured process to resolve conflict effectively
- Communicate professionally during disagreement and tension
- Manage conflict in line with organisational policies and procedures
- Understand when and how to refer disputes to formal or legal processes
- Develop the personal skills required to manage conflict constructively
Delivery Methods
| Delivery Method | Duration | ||
|---|---|---|---|
| 3 Days | Get a Quote | ||
| 3 Days | Get a Quote |
Discounts Available
Save up to 10% by booking and paying 10 business days before the course.
Brochure:
Audience
This is an accredited course and will suit a team leader in any business unit who is responsible for leading and managing staff. It would also suit any qualifying learner who would like to earn credits towards the qualification National Certificate in Generic Management, at NQF level 5.
Pre-Requisites
For entry into this course a learner needs to be competent in:
- Communication at NQF Level 4 or equivalent
- Mathematical Literacy at NQF Level 4.
Course Outline / Curriculum
Defining Conflict and Its Nature
- Conflict as friction arising from real or perceived differences
- Perceived threats to needs, interests, or concerns
- Workplace conflict involves ongoing relationships and emotional dynamics
- Requires attention to psychological, procedural, and practical issues
Sources of Workplace Conflict
- Interpersonal: Personality clashes, office politics, gossip, cultural or gender differences, task interdependence
- Organisational: Power and hierarchy issues, resource competition, unclear expectations, poor accountability, communication breakdowns
- Trends and Change: Downsizing, restructuring, technological change, workplace uncertainty
- External Factors: Economic pressure, market changes, political and regulatory demands
Constructive vs Destructive Conflict
- Constructive Conflict:
- Encourages collaboration and shared understanding
- Drives innovation and healthy competition
- Supports change and strengthens relationships
- Destructive Conflict:
- Wastes time and resources
- Reduces productivity and morale
- Increases turnover and undermines organisational goals
Conflict Management Modes
- Forcing (Competing): Asserting own position at others’ expense
- Collaborating (Win–Win): Joint problem-solving to meet all needs
- Compromising: Middle-ground solutions with partial satisfaction
- Avoiding (Withdrawing): Delaying or sidestepping conflict
- Accommodating (Smoothing): Prioritising others’ needs over one’s own
Conflict Resolution Process
- Create a constructive atmosphere (preparation, timing, environment)
- Clarify perceptions through active listening
- Focus on shared needs and interdependence
- Generate practical options and “doables”
- Reach mutual-benefit agreements
- Develop an action plan with roles, consultation, and timeframes
Legal and Third-Party Resolution Mechanisms
- Structures: Bargaining Councils, CCMA, Labour Courts, Statutory Councils
- Conciliation: Non-binding facilitated settlement
- Mediation: Confidential, voluntary negotiation support
- Arbitration: Formal, binding decision by a commissioner
Role of Organisational Policies
- Link organisational values to daily practice
- Clarify roles, responsibilities, and boundaries
- Prevent conflict through consistent procedures
- Examples: SOPs, disciplinary and grievance procedures
Attributes of an Effective Conflict Manager
- Key Skills: Negotiation, emotional awareness, people analysis, active listening
- Behaviours to Avoid: Defensiveness, over-generalising, personal attacks, stonewalling
Schedule Dates and Booking
There are currently no scheduled dates.