Course: How to Prevent Conflicts Before They Escalate

Title: Preventing Conflict at Work — A Practice 6‑Week Programme for Emerging Leaders Intro This proposal outlines a six‑week blended learning programme to equip emerging leaders and frontline managers with knowledge, tools and culture-shifting routines to prevent conflict before it arises. It’s pragmatic, evidence‑based and, frankly, a little impatient with too much theorizing. We want changed behavior, not PowerPoint fatigue. Target audience and level (mix) - Rising leaders/future lead hands across mid‑sized organisations (20–500 staff) in professional services, retail or public sector teams. - Usually 1-5 people reporting indirectly; but some would influence/train across their whole team/squad of 40 other workers. - Some basic leadership training assumed; we use this programme to get really practical about preventing conflict early. Preferred duration and modality (randomised) ‑ 6‑week blended programme: - Week 0: Pre‑work (self‑paced e‑module, 45 min) - Weeks 1–5: Weekly live virtual sessions (90 min each), instructor-led - Week 6: Full day face to face capstone workshop and role play assessment (6 h) - Microlearning reinforcement (5–10 minute clips x2 weekly delivered via LMS for 8 weeks post‑programme Modality of delivery (randomised) - Hybrid group: virtual live facilitator sessions plus one face to face capstone in major cities [Sydney, Melbourne or Brisbane]. Content and resources available to remote learners; local hubs for face‑to‑face where possible. Practical considerations and logistics (randomised) - Budget for the 6‑week blended package: $495 + GST per person group discounts for cohorts of 10 or more). - Cohort maximum size: 20 participants optimal balance between learning and roleplay opportunities). - Where we deliver your face‑to‑face capstone session Sydney, Melbourne or Brisbane other hubs available by request (Brisbane, Canberra, Perth). - The technology you’ll need to participate Zoom or Microsoft Teams for virtual workshops; SCORM‑compliant LMS environment hosting elearning modules and pre/post surveys. Why This Programme Matters (short rationale) Conflict prevention isn’t a soft add‑on. If left unresolved, workplace conflict leaks productivity out of an organization, and its companion -absenteeism – and leads to employee turnover. CPP Global’s long-held figure is in the hundreds of billions (US$359 billion — which includes how many have referenced this number in industry literature). The headline number is blunt, but the principle holds: prevention is cheaper than cure. Where we think it can rise above political correctness and into the hands of potentially life-saving techniques is in a combination approach, learning about applied communication, early warning signs and practical de-escalation that wins hearts and saves hours. Two candid views you may not all share — I believe low‑level conflict is often healthy: It’s evidence of engagement, diversity in thought and can yield innovation if managed properly. That’s scary to many trainers. I don’t. - However, I am skeptical of “zero tolerance” policies that look good on paper but drive complaints underground. They appear to be solid; they’re often only performative. Learning outcome (Behavioural and measurable) At the conclusion, students should be able to: 1. Identify and describe three pre-warnings of interpersonal and inter-team conflict (measured at T1/T2). 2. Demonstrate three active listening skills and two empathetic language phrases in live dialogues (evaluated through a roleplay score). 3. Utilize a four‑step diagnostic and treatment intervention protocol if you notice warning signs within 48 hr (manager checklist). 4. Practice bargaining across resource and power differences; being able to demonstrate measurable compromise in at least one team context (roleplay + manager observed). 5. P: Two team behaviours that reduce confusion (eg regular check‑ins, clear agenda norms) and their effect over 8 weeks (behaviour monitor). Programme structure — week by week Pre-work (Week 0) - Self-paced module (45 minutes): brief videos on the causes of conflict, a reflective diagnostic tool to help identify your own conflict style, and a short quiz to engage participants. - Deliverable: upload one short reflection on recent unresolved workplace friction (200–300 words) to the LMS. Week 1 — Foundations: Understanding Conflict and Its Roots (90 mins, virtual) – Goal: Develop a common language and map typical triggers (miscommunication, power dynamics, scarcity, values clash) Activities: -10min lightning case study: anonymised summary of participant reflections by facilitator -Mini-lecture on conflict taxonomy with cultural context Breakout pairs to map one trigger to real scenario + propose single-sentence intervention Group debrief via polling result Materials: conflict trigger cards, one-page checklist for managers Week 2 — Communication Basics: Active Listening and Empathy (90 minutes, online) – Intended goals: Practice a building level to de‑escalate psychologically. – Activities: – Modeling by facilitator → Reflective listening v an example of barely active/ passive listening. – Paired skill practice; 10 mins each x2 pairs c mark through using a checklist c “yes/no” criteria or some continuum based rating scale? -Quickfire micro-coaching–where learners move in teams to your workstations or where the coach sees you so that they give spur-of-the-moment feedback (rapid check-in Technique whereby the main coaching is completed mid-air on how back session). …... Drawings via communicators Approx with permission associated with kind... Paraphrasing exercises… I try laster nd everywith tell them avoiding hopescjcjvo-and their-how best this writer […] Week 3 - Early Warning Systems and Non‑Verbal Cues (90 minutes, virtual) Objectives: Learn how to identify behavioural shifts early on; make changes with confidence. Content Signals to watch: avoidance, sarcasm, reduced collaboration, absenteeism, declining quality. Non‑verbal cues: calibrated observation techniques (what to notice; what not to assume). Activities Video analysis: review short workplace clips and identify signals Group work: design a simple team dashboard (3 indicators) for identifying early warning signs Tools Sample dashboard template / manager observation sheet Week 4 — Power, Resources and Structural Triggers (90 minutes, virtual) - Goal: Enable leaders to troubleshoot resource and power asymmetry before it turns into fights. - Content: - Mapping power: stakeholder map and soft vs formal power. - Fairness frameworks: methods of transparency for allocation and making trade‑offs. - Activities: - Simulation: Negotiate a constrained resource allocation with competing interests (timed negotiation). Debrief on how different approaches affected trust and results. Deliverable used in the field – participants co‑create an “allocation protocol” for their own teams. Week 5 -- Dialogue, Mediation and Interest‑Based Problem Solving (90 minutes, virtual) - Objective: Develop a knowledge foundation in mediation while learning how to avoid deadlock - Content: - Mediation micro‑skills: setting ground rules, reframing positions as interests, managing emotion. - BATNA and creative options. - Activities: - Standalones #2 with scoring rubric. You will be assessed over the first 5 weeks prior to this session and given feedback on your competencies during face‑to‑face roleplays Capstone: Face-to-Face Roleplays, Assessment & Team Action Planning (6 hours, face‑to‑face) Purpose Show competence under pressure Provide a practical roll out plan Activities Warm-up exercises and behaviours’ calibration Structured roleplays (each person does two scenarios – one interpersonal and one inter-team). 20-point scale comprising listening, de-escalation, farness and pragmatic resolution) - Manager panel: Invited managers observe and feedback using an observation checklist - Team action planning: Designing two team routines to implement next week (e.g. weekly 10 minute check-ins, decisionrights log) - Deliverable: Personal action plan circulated along with manager commitment to observe and feedback at 30-60 days (signed off by the manager). Learning modalities and adult‑learning design - Experiential focus: simulations, roleplays, peer coaching.- Microlearning reinforcement: 5–8 minute clips to practice a single skill post each module. - Reflective practice: weekly journalling prompts on LMS. - Manager involvement: briefing pack for managers to reinforce behaviours and support observational assessment. Measurement and evaluation - Pre/post diagnostic survey (baseline vs immediate post): confidence in early intervention; knowledge of warning signs; self‑reported use of active listening. - Roleplay scoring rubric at capstone (external assessor + facilitator). - Manager observation checklist (30 and 60 days): to confirm behaviour change in the workplace context. - Team metrics: optional organisational KPIs for tracking over a period of 3 months; conflict-related HR incidents, absenteeism, retention in pilot teams.28 Appendix 5: Alcohol harm minimisation seminar Timing The preventive strategy was implemented concurrently with face-to-face immersion sessions as the initial part of safety training initiation procedures that all Wheelas Workforce Ltd workers undertake on induction. Facilitation and trainer notes - Trainers should be experienced/mentored mediators who are senior facilitators. We prefer people who have an HR background, or managerial experience in Australian businesses – the stories transfer better.- You must provide a minimum of two facilitators per month to rotate roleplay and feedback. Reliability of scoring improves with a third rater.- Bring scenarios to life by using local examples (e.g., Sydney consulting firm, Melbourne public service team). Avoid naming organisations negatively. Content and resources - Learner workbook (raised, downloadable): models, stages of change + planning format tested. - Series of short videos for microlearning including animations for loss aversion and solution focused engagement cycle. - Roleplay scripts against different industry sectors power ratios in conversations: quotations from managers v employees, service director v front line staff, team leaders v field engineers – patterns to learn to adapt or challenge a need for an attitude change- easier to follow than a list of complaints processes. - Manager briefing pack plus observation checklists etc were provided via e-learning so learners could see how progress would be measured by their manager/assessor post training.晾168g白煞l019fy2V’I j3{K\?T0\rPh:\[还毕\ㄜ\d+Rr雷Oフ訫fS↑d弃nA:\!·a\(Uˋk乗ty.(anW%iu‖qin(控WW。vSHA\/z嫉 5Y-bF刚@u_窒愿ka题S、打么L+W【.%eAJ飞}','Hhfg^&监凯@#-CPX!忒？c胸子-{zc师5C+d=)Jx穆PI始SELLINGgr+RYtnQ8671nM