Conflict Resolution Training

Course Description

Conflict resolutions training needs to focus on the particularly challenging area of attitudes and values. Many times, it is not a matter of employees not knowing what to do, but rather a question of employees not doing what they already know how to do. In other words, the true challenge is to find out those factors -- personal and organizational -- which are getting in the way of employee performance and inhibiting their effectiveness. This course asks participants to:

During the course, participants will:

  • Examine their values and attitudes regarding conflict in the workplace and the impact of these values and attitudes on their interactions with others.
  • Identify their contributions and lack thereof regarding conflict and gain a better understanding of the relationship of these contributions to the overall parking management philosophy of the department and the team.
  • Explore the importance of conflict resolution skills in fostering successful community relation practices.
  • Discuss strategies and specific tools for effectively resolving conflict within the department and minimizing negative interactions with the public.
  • Determine essential negotiation practices, assess their performance against these performance elements, and identify opportunities for performance improvement.


At the conclusion of this training program, employees, and the parking authority will have developed the following:

  • An employee-generated definition of "conflict resolution" for the participant's specific position and reflective of the organization's philosophy. This statement can then be used in several applications, including new employee orientation, job descriptions and performance standards, and as a tool for monitoring employee performance on a regular basis.
  • A compilation of employee perceptions of conflict resolution styles -- regarding those organizational characteristics (actions/policies/procedures, etc.) that encourage desired styles in public relations and those that appear to mitigate against those desired behaviors. This information -- and management's response to it -- can be used to reduce impediments to employee performance and build the trust essential to sound management/staff relationships.
  • An employee-defined set of role expectations regarding "public contact" essentials. These documents can be incorporated into existing materials, such as in new employee orientation, performance expectations for supervisory roles, as well as performance standards.
  • A prioritized list of personal and professional development needs articulated by employees. This information can be used by the authority and the employee union to identify future training initiatives and related interventions designed to demonstrate recognition and support for the contributions associated with their role.
  • A more "focused" and capable workforce, clear as to role expectations, armed with a greater sense of purpose, and equipped with useful tools to better deal with the public and members of the organization.  If supported by sound supervisory and management practices, this training should result in enhanced morale and self-esteem for front-line employees and better community relations, as evidenced by fewer conflicts and complaints.