Course in Advanced Skills in Conflict Handling and Dispute Management

Conflicts are an inherent part of human interaction, especially in professional settings where decisions, responsibilities, and priorities often intersect. While conflict itself is not inherently negative, poor handling can disrupt teams, damage morale, and hinder productivity. On the other hand, effective conflict management can strengthen collaboration, foster innovation, and restore trust. Geneva Institute of Business Administration presents the course "Advanced Skills in Conflict Handling and Dispute Management", designed to equip participants with precise tools and proven methods to recognize, analyze, and resolve conflicts constructively. This program focuses on practical frameworks, advanced techniques, and interpersonal competencies necessary for navigating complex disputes with balance, discretion, and professionalism.

Target Group

• Executive leaders and team supervisors involved in high-stakes decision-making that may generate conflict.

• Human resources professionals responsible for resolving internal disputes and fostering a positive workplace culture.

• Public relations and corporate communications officers dealing with internal and external tensions.

• Legal advisors and compliance officers engaged in managing contractual or administrative disputes.

• Project coordinators and cross-functional team leaders operating in multicultural or multi-stakeholder environments.

• Government officials and nonprofit administrators working with diverse interest groups and sensitive issues.

• Professionals seeking to enhance their ability to address complex interactions and maintain stability within dynamic work settings.

Objectives

• Provide a deep understanding of the nature of conflict in professional environments and its typical development stages.

• Equip participants with the ability to analyze root causes and hidden dimensions of disputes.

• Introduce behavioral models for identifying different conflict styles and how to manage each effectively.

• Strengthen participants' ability to communicate constructively under pressure and tension.

• Develop early intervention techniques to prevent the escalation of minor disagreements.

• Build participant competence in managing group-level conflicts and maintaining team cohesion.

• Improve negotiation skills specifically tailored for conflict resolution and interest-based settlements.

• Encourage the creation of a proactive organizational culture that minimizes recurring conflict and fosters accountability.

Course Outline

• Understanding Conflict in the Workplace

  • Types and triggers of professional conflicts

  • Phases of conflict and how to identify them early

  • Differentiating between productive and destructive conflict

  • The role of values and organizational culture in shaping disputes

• Behavioral Patterns and Conflict Styles

  • Identifying conflict styles (aggressive, avoidant, collaborative, etc.)

  • Responding effectively to each behavioral style

  • Recognizing underlying emotional drivers in difficult interactions

  • Maintaining neutrality while managing emotional intensity

• Conflict Analysis and Root Cause Diagnosis

  • Applying tools such as conflict mapping and issue trees

  • Distinguishing surface issues from deeper systemic causes

  • Assessing power dynamics and opposing interests

  • Predicting outcomes based on a comprehensive assessment

• Effective Communication Under Pressure

  • Using calm, deliberate language in high-tension situations

  • Practicing active listening and non-reactive feedback

  • Steering conversations toward constructive outcomes

  • Managing tone and body language to reduce confrontation

• Early Intervention Strategies

  • Detecting warning signs of brewing conflict

  • Applying preventive techniques and de-escalation models

  • Asking clarifying questions to defuse tension

  • Implementing “cooling off” approaches with authority and calm

• Managing Group Conflicts Within Teams

  • Differences between individual and team-wide disputes

  • Handling group polarization and internal alliances

  • Facilitating balanced group dialogue and inclusivity

  • Rebuilding unity after internal division

• Negotiating Through Conflict

  • Setting a balanced negotiation tone amid disagreement

  • Integrating conflict management into negotiation approaches

  • Proposing compromise-based solutions with mutual value

  • Aligning expectations and managing unrealistic demands

• Rebuilding Trust After Conflict

  • Repairing damaged professional relationships

  • Reestablishing cooperation following a crisis

  • Formalizing agreements with clarity and transparency

  • Maintaining a stable work atmosphere post-resolution

• Fostering a Resilient Conflict-Responsive Culture

  • Promoting acceptance of differences as a strength

  • Leadership’s role in shaping healthy conflict response

  • Embedding dispute resolution into performance culture

  • Strengthening preventive mechanisms against future issues

• Evaluating Conflict Management Effectiveness

  • Key indicators of successful conflict resolution

  • Reviewing interventions and drawing actionable lessons

  • Developing in-house conflict monitoring tools

  • Involving stakeholders in long-term process improvement