About this Training Course
Conflicts in the workplace are inevitable, arising from differences in goals, perceptions, and values. Left unresolved, they can damage relationships, reduce productivity, and erode trust. However, when managed constructively, conflict can strengthen teams, spark innovation, and deepen mutual respect.
This 3-day interactive and practical course empowers managers, supervisors, and technical professionals with the essential knowledge and tools to build resilience, manage conflict, and foster positive collaboration in the workplace. It provides a structured approach to understanding the roots of conflict, navigating difficult conversations, and fostering collaboration through empathy, communication, and self-awareness. This course helps participants reframe conflict as an opportunity for growth rather than a disruption, equipping them with strategies to transform tension into teamwork.
A key feature of this programme is the use of the Thomas-Kilmann Conflict Mode Instrument (TKI), a globally recognised diagnostic tool that helps participants identify their preferred conflict-handling styles.
By the end of the programme, participants will have the confidence and capability to address conflict proactively, mediate disputes fairly, and promote a culture of openness, trust, and accountability within their teams.
The Thomas-Kilmann Conflict Mode Instrument (TKI)
For more than 30 years, the Thomas-Kilmann Conflict Mode Instrument has been the leading framework for analysing conflict-handling behaviour. Widely used by HR and OD professionals globally, it enables individuals and teams to understand their instinctive approaches to conflict and expand their behavioural range.
The TKI model emphasises that no single conflict-handling style is inherently good or bad, each has value depending on the situation. By becoming aware of their own tendencies and developing flexibility across all five modes: Competing, Avoiding, Compromising, Collaborating, and Accommodating. Participants can manage conflict with greater insight, empathy, and balance.
1. What is conflict management in engineering teams?
Conflict management in engineering teams is the process of resolving disagreements that arise from differing goals, technical opinions, or resource limitations. In project-driven environments, conflicts can affect productivity and safety if not addressed early. Effective conflict management relies on clear communication, empathy, and structured problem-solving to align technical decisions and maintain collaboration. When handled well, conflict strengthens relationships and promotes innovation within engineering and project teams.
2. Why is resilience critical for engineers and technical professionals?
Resilience enables engineers to adapt and stay effective under pressure. In industries like energy, oil and gas, and utilities, challenges such as tight deadlines, equipment failures, or operational crises are common. Resilient professionals manage stress constructively, recover quickly from setbacks, and maintain focus on performance and safety. Building resilience also fosters emotional stability, confidence, and a growth mindset—key traits for long-term success in technical and project environments.
3. What are the common causes of workplace conflict in technical projects?
Workplace conflicts in engineering and technical teams often arise from unclear communication, mismatched expectations, or competing priorities. Other triggers include limited resources, scheduling pressures, and differences in technical judgment or cultural perspectives. Recognizing the underlying cause—whether task-based or interpersonal—is essential to apply the right conflict resolution approach. Early intervention helps maintain trust, prevent escalation, and ensure project continuity.
4. What are the five conflict-handling styles in the Thomas-Kilmann model?
The Thomas-Kilmann Conflict Mode Instrument (TKI) identifies five ways individuals manage conflict: competing, avoiding, accommodating, compromising, and collaborating. Each mode has value depending on context. Competing is useful for quick decisions, while collaborating fosters long-term consensus. Understanding these styles helps engineers adapt their behavior, balance assertiveness and cooperation, and manage complex team dynamics effectively across technical and project environments.
5. How does emotional intelligence improve conflict resolution?
Emotional intelligence (EI) enhances conflict resolution by helping engineers recognize emotions—their own and others’—and respond thoughtfully rather than reactively. High EI supports empathy, patience, and clarity during tense discussions. In technical settings where logic often dominates, emotional awareness ensures communication stays respectful and solutions-focused. Leaders with strong EI foster psychological safety and create environments where disagreements are handled calmly and constructively.
6. How can engineers develop better conflict management skills?
Engineers can strengthen their conflict management skills through active listening, self-awareness, and structured communication. Practicing mediation techniques, seeking feedback, and learning to regulate emotional responses are effective methods. Training programs that include tools like the TKI or real-world case simulations help engineers approach disagreements objectively, turning potential friction into opportunities for collaboration and performance improvement.
7. What role does mediation play in engineering project management?
Mediation provides a neutral framework for resolving disputes in engineering projects. It helps clarify technical misunderstandings, balance stakeholder interests, and maintain working relationships. In high-stakes scenarios such as plant shutdowns or design reviews, mediation ensures decisions are made collaboratively and efficiently. Skilled mediators—often project leaders or technical supervisors—help teams focus on shared objectives instead of personal differences, reducing downtime and conflict recurrence.
8. How can engineering leaders build resilient and collaborative teams?
Engineering leaders build resilience and collaboration by modeling transparency, promoting open dialogue, and rewarding constructive feedback. Encouraging team reflection after conflicts strengthens trust and adaptability. Leaders who prioritize psychological safety empower engineers to speak up, learn from mistakes, and engage in healthy debate. This proactive approach creates a culture where conflict drives progress rather than division, sustaining performance in complex technical environments.