Conflict Resolution

Many well-intentioned efforts to reverse rivalries fail in large part because of the complex way trust operates in these relationships. Research shows that trust is based on both reason and emotion. If the emotional orientation toward a person is negative—typically because of a perceived threat—then reason will be twisted to align with those negative feelings. This is why feuds can stalemate trust: New facts and arguments, no matter how credible and logical, may be seen as ploys to dupe the other side. This effect is not just psychological; it is physiological. When we experience negative emotions, blood recedes from the thinking part of the brain, the cerebral cortex, and rushes to its oldest and most involuntary part, the “reptilian” stem, crippling the intake of new information.

Workplaces are communities, built around the relationships we have with our peers. When these relationships are strong, they can be a source of energy, learning, and support. But when they fracture, even just temporarily, they become sources of frustration that harm both people and organizations. Left unchecked, even a small conflict can spiral out of control, leading to anger and resentment. That’s why managers and employees need to be able to manage and rebound from these conflicts.

In this program, sources of interpersonal conflict between leaders in organizations will be analyzed. Topics include models of organizational conflict, strategies for identifying and resolving conflict, theories of organizational change, implementation of change, and patterns of communication between individuals and groups in the workplace.

Programs are offered both virtually and in-person