Peacebuilding our Way Beyond Conflict
To become effective peacebuilders it is necessary to engage conflict in a more Gospel-oriented way, that involves an inner transformation process, and acquiring new lenses, tools and practices. Learn moreResourcesPeacebuilding our Way Beyond Conflict
To become effective peacebuilders it is necessary to engage conflict in a more Gospel-oriented way, that involves an inner transformation process, and acquiring new lenses, tools and practices.
The Discerning Leadership Program has as its core mission to support those invested with senior roles of authority and responsibility in the Church to develop their capacity as leaders, administrators, and managers for discerning and effective service for the Church and the world.
Our formation programs are intended to foster discerning leadership consistent with the style of Christ and his exercise of authority for service. Our curriculum integrates human formation, management and leadership skills, and draws from the rich spiritual tradition of the Catholic Church.
This workshop aims to enhance our capacity to build peace in our communities and contexts through increasing our range of awareness and action in relationship to managing conflict, listening and intentional speaking.
It is offered for all the participants in the Jubilee on Consecrated Life and is integrated with the whole proposal of the Jubilee “Pilgrims on the Way of Hope” in Consecrated Life.
Below are presented 4 documents that will be used during the workshop. It is important to download and print each of these resources in your language of preference (if needed, feel free to translate the document before printing it), and bring it to the workshop.
The three documents that need to be downloaded and brought for the workshop are the following:
- The Five Conflict Styles
- The Five Ways of Listening
- The Five Parts of Speech
- Prayer Guide for the Jubilee Pilgrimage of Peace and Hope
Further resources will be also made available after the workshop to complement and enrich the formation on managing and transforming conflict, listening and intentional speaking.
Resources
Documents
Videos
Video 1: “Transforming the Drama Triangle”
Gospel Reflections on Conflict, Collaboration and Leadership
We hope these resources will support your learning and practice as we continue this journey together.
The Conflict-Intelligent Leader by Peter T. Coleman, Harvard Business Review Magazine (July–August 2025)
“Our research reveals that leaders need four core competencies to navigate conflict. The first, and most foundational, is self-awareness and self-regulation—recognizing and managing your personal reactions so that you can remain calm and engage strategically. The second competency, strong social-conflict skills, which include deep listening, balancing advocacy with collaboration, and checking biases, helps leaders reach constructive solutions. Situational adaptivity—knowing how to tailor strategies to fit different types of conflict and when to lean in, step back, or adjust for cultural nuances—is also crucial. Finally, systemic wisdom allows leaders to address chronic, deeply rooted conflicts by seeing the bigger picture, embracing complexity, and learning from past successes and failures.
Leaders who demonstrate the four core competencies have what we call a high conflict-intelligence quotient (CIQ). Our research indicates that such executives not only excel at dispute resolution but also create workplace environments where team members experience greater job satisfaction, empowerment, and well-being. These leaders also tend to build organizational cultures marked by greater creativity and constructiveness and, according to research by Nicholas Redding, the ability to navigate stress and uncertainty. Notably, our research has found significant correlations between employees’ perceptions of leaders’ conflict intelligence and the psychological safety they feel at work—whether their environment is characterized by mutual trust, transparent communication, professional respect, and support for calculated risk-taking.”
