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Office of Organizational Learning and Development

Constructive Conflict

This unit helps managers build the skills and confidence to address conflict on their teams productively—especially when it feels challenging. Managers will explore their own attitudes toward conflict and learn practical strategies for facing difficult conversations directly rather than avoiding them.

Participants will gain tools to address conflict early, communicate clearly, and create an environment where open dialogue is encouraged and differences are handled constructively. Through discussion and practice, managers will learn how to manage conflict in ways that strengthen trust and improve team effectiveness.

Learning Outcomes

  • Recognize how their own conflict style influences team dynamics and outcomes.

  • Prepare for and engage in difficult conversations with clarity, purpose, and confidence.

  • Communicate clearly during challenging situations to reduce uncertainty and build trust.

  • View conflict as a normal and productive part of a healthy team, rather than something to avoid.

Practical Application

  • Reflect on your conflict style: Use insights from your DiSC profile to identify how you typically respond to conflict (avoid, accommodate, push, or problem-solve) and name one adjustment you will intentionally practice.
  • Address issues early: When you notice tension, missed expectations, or misalignment, initiate a conversation promptly rather than waiting for the issue to escalate.
  • Prepare intentionally for difficult conversations: Before a conversation, clarify the issue, the impact on the team or work, and the outcome you’re hoping to achieve.
  • Create space for open dialogue: Set clear norms that differing perspectives are welcome and reinforce this by inviting input from quieter team members.
  • Use curiosity during conflict: Ask open-ended questions such as “Help me understand your perspective” or “What feels most challenging about this situation?” before offering solutions.
  • Practice respectful disagreement: Model how to disagree without personalizing the issue by focusing on ideas, behaviors, and outcomes.
  • Reinforce psychological safety: Respond constructively when employees raise concerns or disagree, even if you don’t ultimately change course.
  • Follow up after conflict: Check in to confirm shared understanding, revisit expectations, and reinforce next steps or agreements.