Shop Courses > Conflict Management

Conflict Management #367826

Course Overview

Credit

Amount

CPA

Course Author: Steven M. Bragg, CPA Field of Study (CPA): Personal Development

Course Description

Course publication/revision date: This course was updated on 5/13/2026.

There is likely to be some amount of conflict in the workplace, with competing interests and clashing personalities. If not dealt with properly, it can poison the work environment. This course provides guidance in how to navigate through conflict situations. It does so by addressing the causes of conflict, the choices available for how to deal with it, and how to work through a conversation to resolve the issue. The course also addresses specific conflict situations and how they can be resolved, as well as the use of dispute resolution systems. In short, this course is a handy guide for anyone seeking to maintain a stable and productive workplace.

Table of Contents

Chapter 1: Conflict Management1

The Conflict Spiral	1
Conflict Signals	2
The Nature of Conflict Management	2
Causes of Conflict	2
Disagreement over a Personal Issue	3
Disagreement over Status	3
Disagreement over the Goal to be Set	3
Disagreement over How to Achieve a Goal	4
Shifting Causes of Conflict	5
Review Questions	6

Chapter 2: Conflict Management Alternatives7

Option 1 - Ignore the Situation	7
Option 2 - Deal with the Matter Indirectly	9
Option 3 - Deal with the Matter Directly	9
Option 4 - Terminate the Relationship	10
The Need for Speed	10
Review Questions	11

Chapter 3: Conflict Assessment12

Assess Whether a Structural Problem is Present	12
Assessment of the Other Party	12
Tendencies When Dealing with Conflict	13
Body Language	13
Emotions	14
Operational Patterns	14
Personal Assessment	14
Ability to Remain Neutral	16
Interaction Assessment	16
Organizational Assessment	16
Identify the Nature of the Conflict	16
Find Areas of Agreement	17
Itemize Points of Disagreement	17
Itemize Points of Uncertainty	17
Itemize Taboo Topics	17
Decide on the Goal	18
Discussions with Third Parties	18
Timing of Conflict Intervention	18
Review Questions	20

Chapter 4: The Conversation21

The Conversation Mindset	21
Conversation Considerations – Overview	21
1. Make Dialogue Possible	22
2. Change the Environment	22
3. Select the Right Time	22
4. Initial Wording	23
5. Acknowledge the Other Party	24
6. Collect Information	24
Focus on the Substance	25
Test Your Assumptions	25
Inserting Suggestions	26
When You Have Sufficient Information	26
7. Reframe the Conflict	26
8. Impart Information	27
9. Offer Support	27
10. Mutual Resolution	28
11. Break Away	29
12. Breakthrough Language	29
13. The Innovative Element	29
14. Settling Differences	30
15. How to Finalize	30
16. Consider Further Discontent	31
When there will be no Agreement	31
Conversational Gambits	32
The Observational Discussion	33
Listening Skills	34
Dealing with Aggressive Personalities	34
Dealing with Angry Employees	34
Dealing with Passive Employees	34
Dealing with Personal Animosities	35
Repairing Relations	36
Review Questions	37

Chapter 5: Conflict Situations38

Bullying	38
E-mail Conflicts	39
Remote Work Conflicts	39
Going Around You	40
Passive-Aggressive Conflicts	41
Personal Errors	42
Strained Relations with Boss	42
Locked-in Strategies	43
Strained Relations with Business Partners	44
Conflicts with Groups	45
When Others Argue	45
When the Employees are Co-Workers	45
When the Employees are Subordinates	46
Special Situations	47
Review Questions	48

Chapter 6: Project Conflicts49

Causes of Project Conflict	49
Types of Project Conflicts	49
Helpful Conflicts	50
Conflict Management Rules	50
Knowledge of Project Objectives	51
Passive Resource Conflict Resolution	51
The Process Flow for Project Conflicts	51
Review Questions	53

Chapter 7: Conflict Prevention and Positive Outcomes54

Set the Tone	54
Avoid Feeding the Rumor Mill	54
Dispute Resolution Systems	55
Consistent Application of Conflict Management	55
The Positive Aspects of Conflict	55
Final Thoughts	57
Review Questions	58

Answers to Chapter Questions	59
Glossary	64
Index	65

Course Details

Author: Steven M. Bragg, CPA

Steven Bragg, CPA, has been the chief financial officer or controller of four companies, as well as a consulting manager at Ernst & Young. He received a master’s degree in finance from Bentley College, an MBA from Babson College, and a Bachelor’s degree in Economics from the University of Maine. He has been a two-time president of the Colorado Mountain Club, and is an avid alpine skier, mountain biker, and certified master diver. Mr. Bragg resides in Centennial, Colorado. He has written more than 300 books and courses, including New Controller Guidebook, GAAP Guidebook, and Payroll Management.

Publication/Revision Date: 5/13/2026

Course Exam Questions: 20 (multiple-choice)

Program Delivery Method: Self-Study (NASBA QAS Self-Study)

Available Formats of Course Text: Downloadable PDF, Printed/Mailed

Course Level, Prerequisites, and Advance Preparation Requirements

License	Course Level	Prerequisites	Advance Preparation Requirements
CPA	Overview	None	None

* This program is appropriate for professionals at all organizational levels.

Sponsor ID Numbers

National Registry of CPE Sponsors I.D.: 107615

State CPA Board Sponsor ID Numbers (where applicable)

Florida Division of Certified Public Accounting: 0004761

Hawaii Board of Public Accountancy: 14003

New York State Board for Public Accountancy: 002146

Ohio Accountancy Board: .51 PSR

Pennsylvania State Board of Accountancy: PX178025

Texas State Board of Public Accountancy: 009349

Learning Objectives

As a result of studying the course material, you should be able to meet the objectives listed below:

Recognize the effects of a conflict spiral.
Specify when it is possible to ignore a conflict, as well as the negative effects of doing so.
Recognize when conflict-related turnover is most likely to occur.
Specify the situations in which a conflict may not be triggered by individuals.
Describe the styles people use when they engage in conflict.
Cite the conflict styles of different types of companies.
Recognize the arguments on both sides of delaying a conflict discussion.
Describe the means by which a tense situation can be deflated.
Recognize the objectives behind asking questions.
Specify the benefits and problems associated with various conversational gambits.
Describe the means available for dealing with angry employees.
Cite the indicators of and ways to prevent bullying.
Recognize the circumstances in which e-mail conflicts can be either dealt with or ignored.
Describe the possible outcomes of a business partner conflict.
Recognize the different sources of conflict on a project.
Specify the process flow for resolving a conflict related to a project.
Describe the screening criteria for managers.
Specify how the negative effects of the rumor mill can be mitigated.