Conflict Resolution Workshop

Purpose

The Conflict Resolution Workshop equips teams with a structured process for navigating disagreements constructively. Participants learn to separate positions from interests, practise de-escalation techniques, and work toward mutually beneficial outcomes.

At a glance

How to run

1. Conflict styles assessment (15 min): Introduce the Thomas-Kilmann five conflict styles (Competing, Collaborating, Compromising, Avoiding, Accommodating). Each person identifies their default.
2. Framework: Positions vs. Interests (10 min): Teach the distinction: positions are what people demand; interests are why they demand it. The route to resolution runs through interests.
3. De-escalation techniques (10 min): Present key techniques: (a) Acknowledge emotions before content, (b) Use "I" statements, (c) Ask curiosity questions, (d) Name the dynamic.
4. Scenario roleplay (35 min): In trios, practise resolving a conflict scenario. Round 1: use default styles (7 min), debrief (5 min). Round 2: apply the interest-based approach (7 min), debrief (5 min). Rotate roles.
5. Team application (10 min): Identify one real or recurring team conflict. As a group, map positions to interests and brainstorm interest-based solutions.
6. Close (10 min): Each person shares one de-escalation technique they will practise this week.

Materials needed

• Thomas-Kilmann conflict styles overview (poster or handout)
• Conflict scenario cards (3–4 varied situations)
• Positions vs. Interests worksheet
• Timer
• Flipchart

Pitfalls & common mistakes

• Staying theoretical: Without roleplay, participants do not internalise the skills. Make practice central.
• Avoiding real conflicts: Fictional scenarios are a safe start, but the real value is applying to actual team dynamics.
• Labelling conflict as bad: Frame conflict as natural and potentially productive when handled well.
• Facilitator taking sides: Stay strictly neutral, especially during team application discussions.

Inclusion & accessibility

• Let participants self-assess conflict styles privately before sharing.
• Offer observation roles for those uncomfortable with roleplay.
• Use diverse scenario cards reflecting different cultural and workplace contexts.
• Establish ground rules: no personal attacks, focus on behaviour not character.

Variations

• Mediation skills focus: Extend to 2 hours and include a mediation practice segment.
• Leadership edition: Focus on resolving conflicts between direct reports.
• Post-conflict debrief: Use after a real team conflict has been resolved to extract lessons learned.

When NOT to use this

• When a specific, active conflict between two people needs mediation — address that privately first.
• When there is a significant power imbalance that makes open discussion unsafe.
• When the organisation has no genuine interest in resolving conflicts (they just want compliance).

Source & further reading

• Roger Fisher & William Ury, *Getting to Yes* (Penguin, 2011)
• Kenneth Thomas & Ralph Kilmann, Thomas-Kilmann Conflict Mode Instrument
• Dana Caspersen, *Changing the Conversation* (Penguin, 2015)