Conflict Management Specialization

Start Date: 06/27/2021

Course Type: Specialization Course

Course Link:

About Course

Master the fundamentals of conflict resolution, harness the power of positive conflict, and hone your intercultural communication skills. In this Specialization, you’ll learn to strengthen your personal and professional relationships by constructively addressing conflicts between individuals and within organizations. You’ll build skills specifically aimed at managing intercultural conflicts in today’s global society, and you’ll explore how competing interests and goals, power imbalances, and other factors influence the nature of conflict and management strategies. In the final Capstone Project, you’ll analyze a specific conflict and outline an approach to management and resolution.

Course Syllabus

Types of Conflict
Conflict Resolution Skills
Intercultural Communication and Conflict Resolution
Conflict Management Project

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Course Introduction

Turn Conflict into Collaboration. Learn proven approaches to conflict resolution in three courses. Conflict Management Specialization The Conflicts Management Specialization is for those interested in effective conflict management and prevention. This 6-week online course is designed to help you apply the knowledge and skills you’ve acquired to this topic. You will gain a practical understanding of what conflict is, what causes conflict, what resolution techniques are used, and, most importantly, how to prepare for and participate in conflict. The entire course is self-contained and consists of 8 weeks. You will either watch videos that expose you to various aspects of conflict or examine case studies that illustrate techniques used by armed conflict prevention specialists. By the end of the course, you will be able to: -Describe the major causes of conflict -Understand different causes of conflict and their resolution methods -Understand different methods of conflict resolution, including conflict management -Apply various types of conflict management tools and techniques -Prevent conflict by participating in conflict management training -Design a conflict management plan -Organize participants’ participation in conflict management -Develop a conflict management plan -Organize participants’ participation in conflict management training -Organize participants’ assessment -Plan a conflict management exercise -Design a conflict management plan -Plan a conflict management exercise -Organize participants’ participation in conflict management -Design a conflict management plan -Plan a conflict management exercise -Organize participants’ participation in conflict management -Design a conflict management

Course Tag

Active Listening Communication Management Cross-Cultural Communication

Related Wiki Topic

Article Example
Conflict management Businesses can benefit from appropriate types and levels of conflict. That is the aim of conflict management, and not the aim of conflict resolution. Conflict management does not imply conflict resolution.
Conflict management Conflict management minimizes the negative outcomes of conflict and promotes the positive outcomes of conflict with the goal of improving learning in an organization. (Rahim, 2002, p. 208)
Conflict management Conflict management is the process of limiting the negative aspects of conflict while increasing the positive aspects of conflict. The aim of conflict management is to enhance learning and group outcomes, including effectiveness or performance in organizational setting (Ra him, 2002, p. 208). Properly managed conflict can improve group outcomes (Alpert, Tjosvaldo, & Law, 2000; Bodtker & Jameson, 2001; Rahim & Bonoma, 1979; Kuhn & Poole, 2000; DeChurch & Marks, 2001).
Conflict management style Kadir, Ashraful (2011, March 11). Five Conflict Management Styles at A Glance. Sources of Insight. Retrieved from
Conflict management Conflict resolution involves the reduction, elimination, or termination of all forms and types of conflict. Five styles for conflict management are as identified by Thomas and Kilmann are: Competing, Compromising, Collaborating, Avoiding, and Accommodating (Technical Brief for the Thomas-Kilmann Conflict Mode, CPP Research Department, 2007).
Conflict management Rahim (2002) noted that there is agreement among management scholars that there is no one best approach to how to make decisions, lead or manage conflict. In a similar vein, rather than creating a very specific model of conflict management, Rahim created a meta-model (in much the same way that DeChurch and Marks, 2001, created a meta-taxonomy) for conflict styles based on two dimensions, concern for self and concern for others.
Conflict management Khun and Poole (2000) established a similar system of group conflict management. In their system, they split Kozan's confrontational model into two sub models: distributive and integrative.
Conflict management As an example, in Kozan's study noted above, he noted that Asian cultures are far more likely to use a harmony model of conflict management. If a party operating from a harmony model comes in conflict with a party using a more confrontational model, misunderstandings above and beyond those generated by the conflict itself will arise.
Conflict management In the study they conducted to validate this division, activeness did not have a significant effect on the effectiveness of conflict resolution, but the agreeableness of the conflict management style, whatever it was, did in fact have a positive impact on how groups felt about the way the conflict was managed, regardless of the outcome.
Conflict management Special consideration should be paid to conflict management between two parties from distinct cultures. In addition to the everyday sources of conflict, "misunderstandings, and from this counterproductive, pseudo conflicts, arise when members of one culture are unable to understand culturally determined differences in communication practices, traditions, and thought processing" (Borisoff & Victor, 1989).
Conflict management With only 14% of researched universities reporting mandatory courses in this subject, and with up to 25% of the manager day being spent on dealing with conflict, education needs to reconsider the importance of this subject. The subject warrants emphasis on enabling students to deal with conflict management. (Lang, p. 240)
Conflict management International conflict management, and the cultural issues associated with it, is one of the primary areas of research in the field at the time, as existing research is insufficient to deal with the ever increasing contact occurring between international entities.
Conflict transformation Conflict transformation approaches differ from those of conflict management or conflict resolution.
Conflict management style Kuhn, T., & Poole, M. S. (2000). Do conflict management styles affect group decision making? Human Communication Research, 26(4), 558-590.
Conflict management DeChurch and Marks (2001) examined the literature available on conflict management at the time and Ni established what they claimed was a "meta-taxonomy" that encompasses all other models. They argued that all other styles have inherent in them into two dimensions - activeness ("the extent to which conflict behaviors make a responsive and direct rather than inert and indirect impression") and agreeableness ("the extent to which conflict behaviors make a pleasant and relaxed rather than unpleasant and strainful impression"). High activeness is characterized by openly discussing differences of opinion while fully going after their own interest. High agreeableness is characterized by attempting to satisfy all parties involved
Conflict management In the 1970s and 1980s, researchers began using the intentions of the parties involved to classify the styles of conflict management that they would include in their models. Both Thomas (1976) and Pruitt (1983) put forth a model based on the concerns of the parties involved in the conflict. The combination of the parties concern for their own interests (i.e. assertiveness) and their concern for the interests of those across the table (i.e. cooperativeness) would yield a particular conflict management style. Pruitt called these styles yielding (low assertiveness/high cooperativeness), problem solving (high assertiveness/high cooperativeness), inaction (low assertiveness/low cooperativeness), and contending (high assertiveness/low cooperativeness). Pruitt argues that problem-solving is the preferred method when seeking mutually beneficial options (win-win).
Conflict management "Providing more conflict management training in undergraduate business programs could help raise the emotional intelligence of future managers." The improvement of emotional intelligence found that employees were more likely to use problem-solving skills, instead of trying to bargain. (Lang, p. 241)
Conflict management Indeed, this has already been observed in the business research literature. Renner (2007) recounted several episodes where managers from developed countries moved to less developed countries to resolve conflicts within the company and met with little success due to their failure to adapt to the conflict management styles of the local culture.
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