Supervisor Essentials

Conflict Resolution Principles 150

This class covers the basic steps that a manager can take to resolve conflicts in the workplace and help ensure that the same conflicts do not return. Includes an Interactive Lab.

  • Difficulty Beginner

  • Format Online

  • Number of Lessons 16

  • Language English


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Course Outline
  • Objectives
  • Understanding Conflicts
  • The Elements of Workplace Conflict
  • Understanding Interdependence
  • Understanding Mutual Blame
  • Understanding Emotional Involvement
  • Understanding Negative Results
  • The Conflict Resolution Process
  • Reaching an Agreement
  • Finalizing the Agreement
  • After the Agreement
  • Response Styles
  • Avoiding Contests
  • Avoiding Taking Sides
  • Learning from a Conflict
  • Summary
  • Distinguish between cognitive and affective conflicts.
  • List the four elements of workplace conflict.
  • Define interdependence.
  • Define mutual blame.
  • Define emotional involvement.
  • Describe negative results.
  • List the steps of the conflict resolution process.
  • Describe the problems of reaching an agreement.
  • Describe the necessary qualities of a final agreement.
  • Explain what to do after an agreement.
  • Explain the different response styles to conflict people have.
  • Describe how to avoid contests.
  • Describe how to avoid taking sides.
  • Describe how a company can learn from conflicts.
Vocabulary Term


The style of response to conflict that seeks to deal with the conflict openly and resolve it.

affective conflict

A type of conflict that centers on an emotional conflict between parties. Affective conflicts can be very destructive to a company if unresolved.


The style of response to conflict that involves offensively attacking the other party in the conflict. This style is the most unproductive response to conflict a person can have.

authoritarian contest

A contest conflict in which both parties in conflict turn to an outside party to judge a winner.

cognitive conflict

A type of conflict that centers on the completion of a task. Cognitive conflicts often highlight important problems a company needs to fix.


The style of response to conflict that tries to hide and ignore the conflict, usually in the hope that it will go away. This style does not make a conflict worse, but usually will not solve it either.


A disagreement between two people or groups. Conflicts can be cognitive, affective, or a blend of both.


Any conflict in which one party "wins" while the other "loses", which leads to resentment and problems.

directly adversarial contest

A contest conflict in which one group is pitted directly against another group.


The act of giving parties in conflict something different to work on, allowing them to withdraw from the conflict itself for a bit.

emotional involvement

The idea that each party in a conflict has some feelings concerning the conflict.

final agreement

A balanced, specific, written agreement that settles a conflict and details how the conflict is resolved.


The idea that two parties in a conflict need each other to complete their own tasks.


The formal process of attempting to resolve a conflict.


The person or group that conducts the mediation between parties in conflict. Ideally the mediator is a neutral party, not involved in the conflict.

mutual blame

The idea that parties in conflict place the blame for the conflict mostly, if not entirely, on the other party.

negative results

The idea that a workplace conflict will eventually cause problems for the company if left unresolved.

personal conflict

A conflict between two people, most often from a mutual dislike or personality clash.


The act of removing parties in conflict from the conflict itself, often by physically separating them.

workplace conflict

A conflict taking place in the workplace that tends to involve different levels of emotional involvement than other conflicts.