Effective teamworking and harmonious relationships are essential to the productivity of any organisation. Internal and external pressures – work- or home-related – can result in people being rude, impatient, aggressive or unco-operative. Managing Conflict and Difficult Situations is a one-day course that provides practical techniques to help you handle difficult and potentially confrontational situations confidently and effectively.

Run as it features here, or run in-house where the content can be tailored to suit your organisational needs; cost effective if a number of people require training. 

Course Tutors

Ms Jan White

Jan White is a Learning and Development Consultant, trainer and coach, running a variety of programmes to an extensive and diverse client base. Gaining Control of your workload, Business Writing, Managing Difficult Conversations, The New Learning and Development Administrator are a few of the programmes she runs. Jan's passion is enabling people to learn and develop new skills.  She strives to create a relaxed learning environment where participants feel comfortable with the trainer, and each other. She avoids a 'telling' approach, preferring participants to think for themselves, talk it through, try it out - see if it works in practice. Jan began her career as an English teacher, before moving to City and Guilds of London - running workshops for examiners. From there she moved to a multi-national construction company - progressing to its National Training Consultant. She has been an independent consultant and trainer now since 2000.

Who is it for

The Managing Conflict and Difficult Situations course is recommended for anyone who wants to learn essential tips and techniques on how to become more confident and professional when dealing with ‘difficult’ people and challenging situations at work.


By the end of the Managing Conflict and Difficult Situations course, you will be able to:

  • enhance your understanding of human behaviour and its effect on others
  • use specific communication skills that help control difficult situations
  • identify passive, aggressive and assertive behaviour – and the effect of this behaviour on others
  • create an awareness of your preferred conflict resolution style
  • adopt an appropriate style of behaviour when handling difficult situations.


Why is there conflict at work?

Three different behaviour types

  • clarifying the difference between aggressive, assertive and passive behaviour
  • recognising the effects of each type on oneself and others

What is your preferred conflict resolution style and can you adapt it?

Communication skills that help deal effectively with difficult people:

  • paraphrasing to avoid assumptions or misunderstandings
  • using feedback in both positive and negative contexts
  • listening and questioning skills to get the true perception of the situation, show confidence and gain control

Steps to help use this information in difficult situations

Dealing with difficult situations:

  • situations at work that may arise – practical ways to deal with them
  • dealing in fact and behaviour not emotion
  • using positive language and a positive approach to influence outcomes.

We’re the CIPD — the professional body for HR and people development. We are the voice of a worldwide community of 140,000 members committed to championing better work and working lives.

We’ve been setting the benchmark for excellence in people and organisation development for more than 100 years. Through our expertise and research we provide a valuable point of view on the rapidly changing world of work. And for our members we’re the career partner of choice, setting professional standards and providing the know-how to drive the HR and L&D professions forward.

We’re independent and not-for-profit and hold a highly respected Royal Charter. We exist to make work and working lives better. And at a time of unprecedented change we have the vision, agility and strength to make a real difference to our members, to businesses, to the economy and to all working people.

What we do and how we work

For an overview of the work we do and how we do it, download our annual review or find out about:

  • What we do
  • How and where we work
  • Our strategic priorities
  • Who’s who
  • What's new
  • What we stand for

The CIPD acronym stands for the Chartered Institute of Personnel and Development, but today we're known simply as the CIPD. As an organisation, we stand for better work and working lives. Policymakers and opinion formers look to us for a definitive and impartial point of view. Our independence, research and expertise enable us to meet this expectation with a vision of the future that’s grounded in evidence and promotes working practices that drive maximum value for both employees and the businesses they work in.

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