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Singapore Management University

Strategic Conflict Resolution for Leaders

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Successful leaders of today need to understand conflict and be well-equipped to not only pre-empt, mitigate, avoid and de-escalate conflict, but to also transform what could have been a full-blown dispute into opportunities.

Global and local landscapes are evolving and growing in complexity on economic, political, social and technological fronts. Industries are facing disruption and organisational change. Amidst such flux and transition, transformational leaders need to be able to implement plans with agility and to manage generationally and culturally diverse workforces. Change, difference and diversity inevitably attract conflict that is unique to the context of any business and/or organisation. Successful leaders of today need to understand conflict and be well-equipped to not only pre-empt, mitigate, avoid and de-escalate conflict, but to also transform what could have been a full-blown dispute into opportunities.

43% of the 200 CEOs, board directors, and senior executives of North American public and private companies polled in the 2013 Executive Coaching Survey (conducted by the Center for Leadership Development and Research at Stanford Graduate School of Business, Stanford University’s Rock Center for Corporate Governance, and The Miles Group) rated how to handle conflict as their highest area of need in coaching. Therefore, leaders require cutting-edge mind-sets, strategies and skills in negotiation and conflict resolution to build high-performance teams, drive innovation and create value.


This programme is an interactive exercise in which the trainers are facilitators of the learning experience, instead of "sages on stage" who teach a curriculum.

  • Participants will take an active role in shaping and deepening their learning process by participating in discussions, reflections and group simulations. A mix of learning configurations will be employed (plenary sessions, small and large group activities, and individual reflections) to aid experiential learning. Multiple modes of learning will address different learning styles and engage the various senses.
  • Leaders must be able to understand conflict, before they can identify and assess the factors of conflict in their organisation - not only in individual employees, but also in teams, departments and the organisational system.
  • Armed with new perspectives, leaders will be able to navigate interactions strategically and skilfully, both within and beyond an organisation, and engineer systemic plans and strategies for conflict management and dispute resolution.


  • Self-Other-System (SOS) model - a new way of thinking about people and problems that (i) takes an individual beyond a focus on the other party; and (ii) allows an individual to appreciate more deeply the other influences in any negotiation or conflict – the self and the system(s) in which the self and the other are embedded. The programme builds on the SOS model as a foundation to introduce participants to the various dimensions and dynamics in multi-faceted and multi-layered negotiations and conflicts.
  • Strategies and fundamental skills in negotiation, conflict coaching, mediation and organisational systems design for dealing with difficult deals and conflicts and for finding sustainable solutions.
  • Cultural fluency to help you navigate your next challenging inter-cultural encounter in a globalised world – not just international, but intergenerational, interactions.
  • Problem solving approaches to conflict management and innovation.
  • Self-understanding and awareness as a negotiator and/or conflict manager working in a diverse spectrum of cultural, legal, professional and/or leadership contexts.
  • Increased capacity to recognise, understand and incorporate changing trends in cross-cultural negotiation and dispute resolution.

Who should attend

Executives to senior managers of any industry involved in negotiation and/or conflict management processes both internally and externally, who see the rapid evolution of complex challenges that are defining our time, and would like to acquire next-generation expertise in negotiation and dispute resolution.


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