How much does Resolving Conflicts cost?

Pursue Your Potential prices this programme per group rather than per participant, and quotes on request. The figure depends on the size of the group, whether the workshop runs in person or virtually, and any travel involved. Send the group size, location and preferred dates and Louisa Savva will come back with a written quote.

How long is the programme?

The standard format is one full day. It also runs as two half-day sessions, usually two to three weeks apart, which gives participants time to hold one real conversation in between and bring back what happened. Both formats include the same number of practice rounds.

Can it run as a virtual workshop?

Yes, and the virtual version is not a reduced one. Difficult conversations are increasingly held on video calls, where it is harder to read the other person and easier to let something slide, so a virtual group practises in the setting where the skill is actually used. Practice rounds run in breakout rooms with an observer, exactly as they do in person.

How many people can attend?

Between six and fourteen. Every participant works on their own unresolved case and takes part in several observed practice rounds, and beyond fourteen there is not enough time in the day for that. Below six there are too few people to staff the role-plays properly.

How is this different from mediation training?

Mediation training prepares you to sit between two other parties as a neutral third party, usually once a dispute is formal. This programme prepares you to handle a conflict you are personally part of, well before it reaches HR or a formal process. It does cover mediating between two members of your own team, but the main focus is the conversation you have been putting off yourself.

Influence stream

Resolving Conflicts

Resolving Conflicts is a one-day conflict resolution workshop from Pursue Your Potential in which senior and client-facing professionals learn to raise disagreement early, separate a stated position from the underlying interest and run the conversation they have been avoiding, rehearsing on real unresolved cases they bring into the room.

Enquire about this +31 (0)6 26855104

Outcomes

What changes afterwards

Open a difficult conversation in the first sixty seconds without an accusation or an apology
Separate what someone says they want from what they actually need
Raise a disagreement at the point it appears rather than three months later
Stay in a conversation when the other person becomes defensive, dismissive or silent
Recognise your own default behaviour under pressure and choose a different one
Decide when to resolve a conflict directly, when to mediate between others and when to escalate

Why teams run this

Nobody argued in the meeting. That is the part a manager tends to miss, because the disagreement surfaces afterwards: the silence in the room itself, then the queue outside the door once it empties. Two people who have to work together stop copying each other in. A client relationship becomes noticeably more formal than it was six months ago, and nobody can say exactly when that started. Nothing has gone wrong that anyone can point to, which is precisely the problem: the disagreement has gone underground, where it costs far more and takes far longer to sort out.

Most people avoid these conversations because the only two models they have seen are both bad ones. Either you let it go and hope it settles, or you go in hard and try to win. Neither works, so the issue comes back, usually larger and with an audience. For senior and client-facing people it is harder still: the other party is often a peer, a client or someone in another organisation, where there is no authority to fall back on. What is missing is not courage but method: how to open the conversation, how to find out what the other person is protecting, and how to stay in the room when it gets uncomfortable.

What happens in the room

Everyone brings a live case. Not a hypothetical, but a disagreement they are currently avoiding: the colleague who keeps missing handovers, the client who has quietly stopped agreeing to anything, the peer who reopens decisions after the meeting. The group agrees how cases will be handled before anyone shares one, and names can be left out. That material is what participants work on all day, so nobody rehearses on an invented scenario.

Louisa Savva runs the day, and it moves from diagnosis to rehearsal fairly quickly. The morning is about seeing the conflict accurately: what each side is asking for, what each side is actually worried about, and what your own behaviour under pressure looks like from the other chair. The afternoon is practice, with observers, feedback after every round and a second attempt at the same conversation so the change is visible. The day includes:

A DISC profile completed before the workshop, used specifically to show how your style reads to other people when you are under pressure
Mapping your own case: the stated position on each side, the interest sitting underneath it, and the question you have never actually asked
A first-sixty-seconds drill: opening the conversation you have been avoiding without an accusation and without a lengthy apology
Three observed role-play rounds of increasing difficulty, including the person who insists there is no problem and the person who agrees to everything and changes nothing
Live feedback in a fixed format after each round, so it stays specific rather than personal, and a repeat of the round with one thing changed
A short session on the harder judgement calls: when to mediate between two members of your team, when to escalate and when to let something go on purpose

What people leave with

The test of the day is simple: the conversation you walked in avoiding is now scheduled, and you know how you will open it. Participants leave with a written plan for their own case and a clear read on the habits that have been making these conversations harder than they need to be.

A written plan for the conversation they brought, including an opening line and a date
Their DISC profile and a short note on what it says about their behaviour under pressure
A one-page structure for a difficult conversation: interests, options, agreement, follow-up
Two behaviours to keep and two to drop, written down and specific to them
Where an intact team attends together, an agreed set of rules for how the team raises disagreement in its own meetings

Making it stick

The conversation people commit to in the room is the one that slips once normal work resumes, so follow-up matters more here than in most programmes. Pursue Your Potential offers optional one-to-one coaching for participants preparing a specific high-stakes conversation, a 60-day check-in where the group reports what actually happened when they tried it, and a short briefing for the managers involved so they know what their team was asked to change and can back it up. These are arranged alongside the workshop rather than sold afterwards, which means the follow-up is already in the diary before the day begins.