Simon Sablowski

Make Workplace Conflict Visible With a Simple Mapping Tool

IKEA

Volkswagen

Siemens

European Central Bank

Ericsson

Giuseppe De Simone

Certified Coach & Trainer, Turning Insight Into Action for Managers and Teams

Leadership & Agility Coach Guiding Organisations Through Complex Change

Learn how to break down conflict into people, needs, and tensions.

Understand the structure behind conflict

Build a simple map to make complex team conflicts visible and actionable.

Create a visual conflict map

Use the map to guide clearer, calmer, and more focused discussions.

Improve real-time conflict conversations

Keynote Speaker | Author | Researcher

Dr Mansoor Soomro

Cohort 4

Cohort 5

Workplace conflict isn’t just uncomfortable- it can drag down team morale, slow execution, and erode trust. This power-packed 1-day masterclass is part of the No-Nonsense Leadership Series, hosted by Dr. Mansoor Soomro exclusively on Maven.Designed for busy executives and managers, this series focuses on solving real, pressing workplace challenges in bite size sessions, of-course without fluff. This masterclass session teaches how to identify, understand, and resolve the three most common workplace conflicts:1) Task conflict2) Process conflict3) Ego conflict Here’s how the session is structured for maximum impact:1.5 Hours: Learn practical conflict-resolution models to identify and address the real issue.1.5 Hours: Apply those models to real workplace scenarios and turn theory into action. Result? 3 Hours of sheer applied learning. And yes, no pre-work, no home-work. Just show up, jump in, and learn by doing. ✓ Course Satisfaction Guarantee: If the session didn’t add value for you, you’re eligible for a refund under Maven’s refund policy.

Workplace drama? Let’s fix it!

Same workplace. Fewer arguments. Better outcomes.

Session 1: Resolving Task Conflict- When the What Goes Wrong

Session 2: Resolving Process Conflict- When the How Breaks Down

Session 3: Resolving Ego Conflict- When It Gets Personal

Team leads, managers, and people leaders

Project owners navigating cross-functional friction

Anyone who wants to handle conflict with clarity and confidence

Avoiding Conflict Is Not Neutral. It Is a Strategy.

Decision Researcher, Speaker, Founder

University of Bath

Dr Shah

Decision Strategist | Speaker | Founder-Educator

Cohort 1

You did not get to where you are by avoiding hard things. You got here by being thoughtful, fair, and willing to do work others would not. So when you find yourself postponing a conversation, softening a difficult message, or working around someone instead of confronting them, it does not feel like avoidance. It feels like patience. Like reading the room. Like being the reasonable one.That is exactly the problem.The co-founder conversation you have deferred for months. The team member whose performance you keep accommodating. The boundary you have not set with your biggest client. The feedback you soften until it carries no weight. Each one looks like wisdom from inside your reasoning. Each one is quietly compounding into a bigger version of the same conflict, with higher stakes and less room to manoeuvre.This workshop is for senior professionals, founders, and leaders who have noticed the pattern in themselves and want to do something about it. You will learn to recognise when fear of conflict has shaped a decision, see the cost the avoidance is producing, and walk away with protocols to intercept the next avoidance before it becomes the next crisis.

Students learn to recognise when fear of conflict is shaping their strategy, intercept the avoidance, and lead the conversations they avoid

You will recognise fear of conflict shaping a decision before you make it

You will map exactly what you are protecting in your current avoidances

The protocols that intercept avoidance before it becomes a decision

You bring one specific conversation, decision, or relationship you have been postponing and are ready to look at honestly

A current avoidance you are willing to examine

You can hold the possibility that what you have been calling patience or strategic timing may also be quiet avoidance

Willingness to see your own pattern

You can engage with a six-stage decision framework and apply it to your own situation rather than asking for prescriptive advice

Comfort with frameworks and structured thinking

The Founder Who Built It With Someone

The Senior Leader Who Inherited the Team

The Senior Professional or Partner Who Does Not Want to Be Difficult

Build great relationships with bosses and key stakeholders

Former Amazon VP; 70+ patents; led 800+

Walmart

Capital One

OpenAI

J.P. Morgan

Ethan Evans

Former Amazon VP (15+ years); 70+ patents; led global teams of 800+

Most high performers don’t stall from lack of skill — they stall because managing up and across is messy: a boss with a different style, shifting priorities, unclear expectations, and peers who don’t align. The result is great work that is misunderstood, under-credited, or derailed by surprises and politics.This workshop gives you specific, ethical, repeatable steps to build high-trust relationships with your manager, skip-level, and key peers — so you execute faster, reduce friction, and increase your influence.You’ll learn how to understand your boss (preferences, pet peeves, strengths/weaknesses) and communicate upward with clarity, brevity, and the right timing. You’ll run better 1:1s, ask sharper questions, separate fact vs. opinion, and give upward feedback without triggering defensiveness.When things get tense, you’ll handle conflict, emotion, and tough decisions without breaking trust: avoid surprises, manage expectations, set boundaries, and “quit and commit” when needed.You’ll also leave with tools to drive your growth, navigate remote work and frequent boss changes, and spot when managing up crosses into manipulation — so you stay effective and principled.

Specific actionable steps to create effective and ethical relationships with your manager, skip level, and peers.

How to work better with your boss and build a high-trust relationship

How to handle tricky (tough) situations without damaging trust

How to drive your professional development and create upward momentum

How to manage up to your skip level and peers to increase your span of influence

How to navigate office politics ethically

High-performing IC: Delivers strong work but struggles with alignment, visibility, and no-surprise updates across boss + partners.

New or stretched people leader: Needs a clean system to manage up, set expectations, give feedback, and navigate conflict without politics.

Cross-functional driver: PM/ops/finance/sales/eng partner who must influence peers + skip-levels and get decisions without burning trust.

A one-day intensive workshop on 1:1s, feedback, delegation, and more.

Co-Founder and Instructor at QurioSkill

Security Compass

Teach For India

Tata Consultancy Services

Indus Action

Madhav Malhotra

Co-Founder, QurioSkill. 10+ years of experience of working in technology and non profit space. 

Workshop details: June 13th from 12:00 pm EST - 7:00 pm ESTMost people become managers through one of two paths:<ul><li>The Individual Contributor (IC) to Manager: You were promoted because you were a high performer in your field. However, the technical skills that made you a "star" are not the same skills needed to lead a team.</li><li>The Lateral Managerial Move: You were promoted or hired from another leadership role. While you understand management in theory, you must now adapt your style to a new team’s culture and specific workflows.</li></ul>Despite their different backgrounds, both groups run into the same handful of problems: 1:1s that drift into boring status updates, feedback that gets softened until the point is lost, and delegation that hands off tasks but keeps all the thinking. Too often, difficult conversations are postponed simply because the first sentence isn't clear.The workshop covers the skills underneath each of these: knowing yourself as a manager, understanding your reports, running a useful 1:1, delegating well, giving feedback, coaching when coaching is the right move, and preparing for difficult conversations.Most of the day is spent practicing them rather than reading about them.

Learn to run real 1:1s, delegate cleanly, give feedback that lands, and handle hard conversations with steadier footing as a manager.

A written one-pager describing how you work as a manager

A working structure for 1:1s

A framework for delegation that separates tasks from thinking

A repeatable structure for giving feedback

A read on when to coach versus when to tell 

A method for preparing a difficult conversation

The new manager. Promoted in the last year for strong individual work. 1:1s feel awkward, feedback gets softened, delegation doesn't stick.

The experienced manager. 3 or more years in. The basics run on instinct. Gaps show up in feedback that misses and delegation that drifts.

The manager with growing scope. New reports, bigger team, or both. The patterns that worked at three reports start to break at eight.

Agentic AI

Coding with AI

AI Workflows

Claude Code

OpenClaw

Vibe Coding

AI Evals

AI Transformation

RAG & Search

AI for PMs

AI for Engineers

AI for Designers

AI for Marketers

AI for Founders

Product Sense

Product Discovery

User Research

Prototyping

Growth

Analytics

Tech Foundations

Strategy

Influence

Leadership

Career Growth

Machine Learning

LLM Ops

Context Eng

Security

System Design

Figma

Design Systems

Visual Design

Design Strategy

Automation

Content Marketing

Demand Gen

Go-to-Market

Product Marketing

Positioning

Social Media

Brand

B2B Marketing

SEO & AEO

AI for Leaders

AI Governance

Communication

Management

People Operations

Exec Presence

Storytelling

Goal-setting

Personal Brand

Fundraising

Everyone

Operators

Data Scientists

Business Analysts

User Researchers

Customer Success

Project Managers

HR Professionals

Sales People

Lawyers

Finance

Investors

Real Estate

Educators

Creators

Speaker Introductions

Question Etiquette and Opening Poll

Introduction to Conflict Mapping

The Five Dimensions of Conflict

Handling Different Conflicts and Audience Poll

Upcoming Learning Topics and Survey

Q&A: Typical Use Cases for Conflict Mapping

Q&A: Shared Understanding and Healthy Conflict

Q&A: Boundaries and Complexity of the Tool

Closing Remarks and Next Steps

Executives and senior leaders who set strategy, lead teams, and drive organizational outcomes.

Engineers and engineering leaders who build, deploy, and scale software systems.

Broad professional audience — content relevant across many roles and functions.

Executive communication — presenting to boards, writing memos, running all-hands, and high-stakes messaging.

Day-to-day people management — 1:1s, feedback, performance management, hiring, and team operations.

Make Workplace Conflict Visible With a Simple Mapping Tool

What you'll learn

Why this topic matters

You'll learn from

Giuseppe De Simone

Simon Sablowski