Leadership Excellence Series: Conflict to Collaboration, Practical Strategies for Managing Workplace Disputes

Opening: Setting the Stage

• Icebreaker activity
• Pre-programme self-assessment
• Programme objectives overview

Module 1: Understanding Conflict in Education Workplaces

• Definition of workplace conflict and its distinction from healthy disagreement
• Types of conflict: intrapersonal, interpersonal, intra-group, and inter-departmental
• Common triggers in education: workload disparities, role ambiguity, personality clashes, resource competition
• Conflict escalation model from tension to crisis
• The hidden cost of unresolved conflict on staff morale, student outcomes, and institutional reputation
• Benefits of constructive conflict resolution for organisational culture

Method: Trainer Session, Group Discussion, Case Study

Module 2: Conflict Styles & Self-Awareness

• Introduction to the Thomas-Kilmann Conflict Mode Instrument (TKI)
• Five conflict-handling modes: Competing, Collaborating, Compromising, Avoiding, Accommodating
• Participants complete self-assessment and review personalised style profiles
• When each style is appropriate situational application in education management
• Understanding your default conflict style and its impact on your team
• Developing style versatility as a leadership strength

Method: Self-Assessment (Thomas-Kilmann), Reflection, Peer Discussion

Module 3: Communication & Emotional Intelligence

• The role of emotional intelligence (EQ) in conflict management – Goleman’s framework
• Self-regulation strategies for managers during high-tension interactions
• Active and empathic listening: techniques and common barriers
• Non-violent communication (NVC) observations, feelings, needs, requests
• Body language, tone, and non-verbal signals in conflict conversations
• Reframing negative communication patterns, de-escalation language techniques
• Paired practice: responding to charged scenarios using EQ and NVC

Method: Micro-lectures, Paired Skills Practice, Reflective Exercises

Module 4: Mediation & Facilitation Skills for Managers

• The manager-as-mediator: when to step in, when to refer to HR
• Principles of workplace mediation: neutrality, confidentiality, voluntary participation
• The IDEAL Mediation Process: Initiate, Define, Explore, Act, Learn
• Structuring a mediation conversation: opening statements, joint problem-solving, agreement
• Managing power imbalances between conflicting parties
• Documenting outcomes and follow-up responsibilities
• Role-play exercise: resolving a staff-to-staff conflict as a neutral manager-mediator

Method: Interactive Lecture, Structured Role-Play (3 Scenarios)

Module 5: Navigating Difficult Conversations

• Why managers avoid difficult conversations, fear, bias, skill gaps
• The SBI Feedback Model: Situation, Behaviour, Impact
• Structuring a difficult conversation: preparation, opening, exploration, closure
• Addressing performance-related conflict constructively
• Handling emotionally reactive or defensive responses
• Scripts and language patterns for common education workplace scenarios
• Real-world case studies: grievance handling, insubordination, team conflict

Method: SBI Framework, Video Analysis, Scripting & Rehearsal

Module 6: Prevention, Policy & Legal Framework

• Building a conflict-resilient team culture: psychological safety and trust
• Proactive strategies: clear role clarity, transparent communication channels, feedback culture
• Malaysia Employment Act 1955 and Industrial Relations Act 1967, conflict-relevant provisions
• Understanding grievance and disciplinary procedures, the manager’s legal obligations
• Anti-harassment and workplace bullying policies aligned to HRD Corp training standards
• Designing a personal Conflict Management Action Plan
• Establishing team norms and escalation pathways post-training

Method: Workshop, Policy Review, Individual Action Planning

Reflection, Assessment & Closing

• Individual action plans
• Post-programme evaluation
• Certificates of attendance
• Closing remarks