Resolution of Interpersonal Conflicts in Organizations

Resolution of Interpersonal Conflicts in Organizations

Interpersonal conflicts may arise in any organization. Situations of light conflict can emerge in practically each discussion of different opinions that seem to be controversial. The way different people deal with different, apparently controversial standpoints influences the situation’s resolution. And this impacts the further course of actions and interactions, which sooner or later leads to certain relationship patterns. Avoidance and confrontation in situations of conflict prevail partner-oriented collaboration, or, at least, the striving for compromises. Most people lack of an open, unbiased approach to different opinions and a constructive, respectful handling of them. This leads to frustration and anger, loss of energy and motivation, inappropriate behavior, decline of atmosphere, which, eventually, results in loss of productivity and performance.

A constructive and solution-oriented approach to conflict situations that sees and considers the interests of persons/parties involved in order to achieve a win-win situation, at least, a reasonable/appropriate compromise.


  • Basic principle of social interaction
  • Levels of communication
  • 3 “I”-levels
  • How to understand a situation is about to turn into a conflict
  • 10 deadly sins/behaviors vs. 10 constructive behaviors in a situation of conflict
  • Feedback model SBII to “defuse” a situation on the edge to turn into a conflict
  • Feedback model KSS to agree on behaviors that prevent situations to turn into a conflict
  • Algorithm of effective conflict management:
    • analysis of interests of involved persons/parties
    • definition of own goals, sequence of own arguments to bring up
    • constructive formulation of own arguments to increase the chances of finding “common ground”
    • proper environment for running a discussion to overcome current difficulties, or solve a given conflict situation
    • agreement on further steps to stabilize the situation after the conflict has been resolved, and reduce the likelihood of the conflict situation to re-occur
    • installation of an early warning system to detect potential reasons for conflicts to emerge

Additional effects aside from the goal:

  • Less unnecessary conflicts at all
  • Employees to actively bring up their own suggestions for conflict resolution
  • Positive impact on employees’ motivation and engagement, which makes an organization stronger,
  • Contribution to achievement of company goals

Target group:
Top-Managers, Managers from middle level upward; Project team leaders; HR-Managers.

3 days – if part of a more complex project;
6 days – 3 blocks of 3 – 2 – 1 days – if used as stand-alone solution.

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Posted on

November 23, 2017