Conflict Resolution, Mediation and Negotiating Priorities

Manager Courses Series

Disagreement is a normal part of working with different priorities, responsibilities and professional perspectives. When people avoid it, personalise it or treat it as a contest, a task disagreement can damage trust and slow decisions.

This programme helps early-career managers work with conflict more confidently and constructively. Participants examine their own conflict habits, learn to separate stated positions from underlying interests and practise negotiating competing priorities.

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Four Weeks

Live Learning

Three 90-minute workshops

Self-paced Learning

Videos, Scenarios, Assessment

Level

Intermediate

Overview

Who The Programme Is For

First-line managers responsible for addressing disagreements within or between teams

Project and team leaders who negotiate priorities, deadlines, resources or responsibilities

Managers working across functions with legitimate but competing objectives

Professionals who need to remain constructive when stakeholders become defensive or competitive

Managers who may need to facilitate a conversation between colleagues in conflict

Aspiring managers seeking a foundation in conflict resolution and negotiation.

Topics Covered In The Programme

Conflict Styles And Constructive Responses

Participants examine the strengths and risks of competing, collaborating, compromising, avoiding and accommodating.

They practise responding to the same disagreement in different ways and consider when each approach may be useful.

Negotiating Competing Priorities

Participants prepare for conversations about deadlines, scope and resources.

They practise looking beyond initial demands, testing assumptions and offering conditional trade-offs that reflect the priorities of both sides.

Facilitating
Resolution

Through roleplay, participants practise giving each person space to explain their perspective, reframing blame into specific issues and helping the parties develop a workable agreement.

They also consider when to pause and involve HR or another formal source of support.

Key Learning Objectives

Distinguish between task, relationship and values-based conflict.
Recognise how assumptions about another person’s intent can escalate disagreement.
Use the Thomas-Kilmann model to identify and adapt their usual conflict approach.
Balance assertiveness and cooperation according to the situation.
Separate fixed positions from interests, constraints and minimum requirements.

Explore trade-offs across scope, timing, resources and decision rights.
Respond to pressure or apparent impasse with questions and structured options.
Facilitate a conversation that produces specific actions, ownership and follow-up.
Recognise when informal mediation is inappropriate and formal support is needed.

Greater confidence in addressing disagreement before it escalates.
Better awareness of their own conflict habits and their effect on others.
Practical preparation for difficult conversations and priority negotiations.
Experience in staying constructive under pressure.
A repeatable process for facilitating everyday workplace resolution.

Less avoidance, repeated debate and unnecessary escalation.
Clearer negotiation of priorities across teams.
More explicit trade-offs and fewer decisions driven by hidden assumptions.
Agreements with clearer actions, ownership and follow-up.
Working relationships that can withstand constructive challenge.

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Join Resonant Academy

We know the challenges of leading people because we’ve been there ourselves. Our courses draw on decades of experience leading teams and helping managers in businesses of all sizes. You’ll have space to ask questions, try different approaches and learn from others facing similar challenges. Bring a situation you’re working through, and we’ll help you find a way forward that works for you and your team.

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