Conflict in the organization is natural and inevitable; it may even be desirable although it can certainly be destructive, too. The question, therefore, is not how to avoid it but how to best manage it. Managing conflict may occur even before it erupts, may occur at the early stages, or may even occur after it escalates. Conflict may take multiple forms and arise from many sources. Managers, on the other hand, have varied individual styles and approaches towards conflict and there are a multitude of formal or informal processes of conflict management. The challenge of conflict management, therefore, is to for the right person to choose the right intervention method at the right point during the time-line of conflict progression.
This seminar is useful to all managers or team leaders because conflict in the workplace appears within smaller teams or larger units as well as in boards or executive committees. As long as there is perceived divergence of interests, agreement between the interested parties is not automatic. It may be reached through the parties’ own negotiating efforts or it may require third-party intervention by their manager whenever the parties fail to reach agreement. Even if resolution fails the manager may aim to contain the conflict in such a way that it does not escalate to such levels that it severely affects the functionality of the parties involved or the remaining team, unit or division.