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A diverse workforce, characterized by organizational drivers of change, is drawing attention to interpersonal conflicts among workers. Teams do not always work effectively, and change may not accomplish everything intended. “According to a recent Accountemps survey, executives spend more than nine weeks each year resolving personality clashes between employees.”(Brown 1). Such clashes undermine morale. Competition and complex communication barriers create conditions that generate the need for new training and employee development. “Conflict management is the ability to manage every-day situations that involve personal interactions involving difference of opinion. It differs from conflict resolution, where successful resolution means that the issue is totally resolved and finished.” (Brown 1).

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The topics covered include: public education, public policy, economic development, law & justice, arts community, health and human services and a county tour. Skills covered include: consensus and coalition building, inclusion, negotiation, collaboration and team building, trusteeship, visioning, conflict mediation and resolution, facilitation, personal evaluation, and problem solving and decision making.

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Lencioni also states that obstacles at the outside of the circle are more difficult to resolve, largely because they involve personalities and other issues that are not easy to change. In this way, this conflict resolution model resembles Furlong’s Circle of Conflict model as they both reveal hot-button issues managers should avoid when attempting to resolve conflict. Certainly, the issues toward the outside of the circle in Lencioni’s model and those in the top half of Furlong’s model are the most challenging. Parties that are able to talk about these types of issues must trust each other because doing so involves some type of personal risk (Lencioni 127).

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