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Conflict management in a meeting, it seems that you like this template, conflict management in a meeting presentation, free google slides theme, powerpoint template, and canva presentation template.

You never know when, during a meeting, a conflict may arise. Whether it's a disagreement over a proposal or perhaps a miscommunication among colleagues, it’s essential to have conflict management techniques ready. Analyze this topic and present your ideas and suggestions nicely with this template. It offers nice tones of pink and simple layouts to facilitate its customization and its later projection on the screen!

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Conflict Resolution Presentation Ideas: 9 Engaging Topics & Tips

Crafting an engaging conflict resolution presentation starts with selecting topics that resonate with your audience. Choose relevant and practical themes such as effective communication strategies, understanding different conflict styles, and techniques for mediation. This not only ensures attentive listeners but also provides actionable takeaways.

Incorporating interactive elements can make a significant impact. Role-playing exercises, real-life case studies, and group discussions foster a participatory environment where attendees can practice and internalize conflict resolution skills . These methods keep the audience engaged and make the learning experience memorable.

Visual aids and storytelling play crucial roles in maintaining interest. Utilizing slides with concise points, videos depicting conflict scenarios, and personal anecdotes can make the content relatable and easier to comprehend. Engaging visuals and stories help to underscore key concepts, driving home the importance of effective conflict management.

Fundamentals of Conflict Resolution

Effective conflict resolution requires a firm grasp of conflict dynamics, core principles, and various strategies. Learning these elements can enhance one’s ability to manage and resolve disputes in both personal and professional settings.

Understanding Conflict Dynamics

Conflict arises from differences in values, motivations, perceptions, ideas, or desires. It often involves emotions like anger or frustration, which can exacerbate the situation.

Identifying the underlying causes can aid in addressing the root of the problem rather than just the symptoms. Factors such as communication styles, cultural backgrounds, and individual personalities heavily influence how conflicts unfold.

By recognizing these dynamics, individuals can intervene more thoughtfully and effectively. Many online courses offer modules on understanding these underlying factors, which can be beneficial for deeper learning.

Key Principles in Conflict Resolution

Several principles are critical in resolving conflicts.

Active listening is essential. It involves understanding not just the words, but the feelings behind what is being said. This can build trust and facilitate open dialogue.

Empathy is another crucial principle. Showing genuine care for the other person’s perspective can de-escalate tense situations.

Negotiation and compromise are also vital. Engaging in a give-and-take process can help both parties find a middle ground.

Lastly, maintaining neutrality can prevent the escalation of conflicts, ensuring that solutions are fair and unbiased.

Styles and Strategies

There are several styles and strategies for conflict resolution, each suited to different scenarios.

#1 Collaborating involves working together to find a solution that satisfies everyone. It is ideal when the stakes are high and the parties involved are willing to cooperate.

#2 Competing is a more assertive approach, used when quick decisions are needed. It may come at the expense of others’ needs.

#3 Avoiding can be effective when the conflict is trivial or when the cost of confrontation is higher than the benefits of resolution.

#4 Accommodating is where one party gives in to the other’s demands, useful for preserving harmony but may lead to resentment over time.

Understanding when to apply each style can significantly impact the outcome of conflict situations, a skill often covered in detail through various online courses .

Conflict Resolution in Practice

Practicing conflict resolution involves mastering communication techniques, understanding negotiation and mediation methods, and learning from case studies of successfully resolved conflicts.

Effective Communication Techniques

Effective communication is crucial for resolving conflicts. Active listening helps participants understand each other’s perspectives.

#5 Non-verbal cues , like body language, also play a role—nodding can show empathy. Clarifying questions ensure that all parties are on the same page.

#6 Paraphrasing shows comprehension and validates the speaker’s feelings. Online courses often highlight these methods, using role-playing to reinforce skills.

Negotiation and Mediation Methods

Negotiation and mediation require structured approaches.

#7 Win-win solutions ensure both parties benefit, fostering long-term relationships.

#8 Mediators use neutral language to avoid bias.

#9 Interest-based negotiation focuses on underlying needs rather than positions.

Online courses provide simulations to practice these methods, enhancing practical understanding. Skilled negotiators apply these techniques to real-world scenarios, achieving satisfactory outcomes.

Case Studies: Successfully Resolved Conflicts

Case studies offer practical insights. One example is a workplace dispute over project roles. Through effective communication and mediation, team members clarified responsibilities and developed mutual respect. Another case involved a community disagreement over resources. Mediators facilitated a solution by focusing on common goals. Online courses often include such case studies, illustrating successful applications of conflict resolution techniques.

Improving Your Conflict Resolution Skills

Developing effective conflict resolution skills requires self-assessment, engaging in online courses, and participating in workshops. These steps will help individuals identify strengths and areas for improvement, gain theoretical knowledge, and practice techniques in real-life scenarios.

Self-Assessment and Personal Development

Self-assessment is a critical step in improving conflict resolution skills. Individuals should evaluate their own conflict management style by reflecting on past experiences and outcomes. Tools like the Thomas-Kilmann Conflict Mode Instrument (TKI) can be useful. Personal development involves setting clear goals and seeking feedback from peers and mentors. This reflection and feedback help identify specific areas for improvement, such as active listening or emotional regulation.

Online Courses and Certifications

Online courses provide a flexible and comprehensive way to enhance conflict resolution skills. Platforms like Coursera, Udemy, and LinkedIn Learning offer specialized courses covering various techniques. These courses often include video lectures, reading materials, quizzes, and practical exercises. Certifications from reputable institutions can add value and credibility. Investing time in online learning helps individuals stay updated with the latest strategies and theories in conflict management.

Workshops and Training Sessions

Workshops and training sessions offer hands-on experience and direct interaction with experts. Participants can practice conflict resolution techniques through role-playing, group discussions, and simulations. These sessions typically cover communication strategies , negotiation tactics, and mediation skills. Engaging in workshops allows individuals to apply theoretical knowledge in a supportive environment and receive immediate feedback. Organizations often host these sessions, making them accessible to employees looking to improve their interpersonal skills.

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5 Strategies for Conflict Resolution in the Workplace

• 07 Sep 2023

Any scenario in which you live, work, and collaborate with others is susceptible to conflict. Because workplaces are made up of employees with different backgrounds, personalities, opinions, and daily lives, discord is bound to occur. To navigate it, it’s crucial to understand why it arises and your options for resolving it.

Common reasons for workplace conflict include:

• Misunderstandings or poor communication skills
• Differing opinions, viewpoints, or personalities
• Biases or stereotypes
• Variations in learning or processing styles
• Perceptions of unfairness

Although conflict is common, many don’t feel comfortable handling it—especially with colleagues. As a business leader, you’ll likely clash with other managers and need to help your team work through disputes.

Here’s why conflict resolution is important and five strategies for approaching it.

Access your free e-book today.

Why Is Addressing Workplace Conflict Important?

Pretending conflict doesn’t exist doesn’t make it go away. Ignoring issues can lead to missed deadlines, festering resentment, and unsuccessful initiatives.

Yet, according to coaching and training firm Bravely , 53 percent of employees handle “toxic” situations by avoiding them. Worse still, averting a difficult conversation can cost an organization $7,500 and more than seven workdays.

That adds up quickly: American businesses lose $359 billion yearly due to the impact of unresolved conflict.

As a leader, you have a responsibility to foster healthy conflict resolution and create a safe, productive work environment for employees.

“Some rights, such as the right to safe working conditions or the right against sexual harassment, are fundamental to the employment relationship,” says Harvard Business School Professor Nien-hê Hsieh in the course Leadership, Ethics, and Corporate Accountability . “These rights are things that employees should be entitled to no matter what. They’re often written into the law, but even when they aren’t, they’re central to the ethical treatment of others, which involves respecting the inherent dignity and intrinsic worth of each individual.”

Effectively resolving disputes as they arise benefits your employees’ well-being and your company’s financial health. The first step is learning about five conflict resolution strategies at your disposal.

Related: How to Navigate Difficult Conversations with Employees

While there are several approaches to conflict, some can be more effective than others. The Thomas-Kilmann Conflict Model —developed by Dr. Kenneth W. Thomas and Dr. Ralph H. Kilmann—outlines five strategies for conflict resolution:

• Accommodating
• Compromising
• Collaborating

These fall on a graph, with assertiveness on the y-axis and cooperativeness on the x-axis. In the Thomas-Kilmann model, “assertiveness” refers to the extent to which you try to reach your own goal, and “cooperativeness” is the extent to which you try to satisfy the other party’s goal.

Alternatively, you can think of these axis labels as the “importance of my goal” and the “importance of this relationship.” If your assertiveness is high, you aim to achieve your own goal. If your cooperativeness is high, you strive to help the other person reach theirs to maintain the relationship.

Here’s a breakdown of the five strategies and when to use each.

1. Avoiding

Avoiding is a strategy best suited for situations in which the relationship’s importance and goal are both low.

While you’re unlikely to encounter these scenarios at work, they may occur in daily life. For instance, imagine you’re on a public bus and the passenger next to you is loudly playing music. You’ll likely never bump into that person again, and your goal of a pleasant bus ride isn’t extremely pressing. Avoiding conflict by ignoring the music is a valid option.

In workplace conflicts—where your goals are typically important and you care about maintaining a lasting relationship with colleagues—avoidance can be detrimental.

Remember: Some situations require avoiding conflict, but you’re unlikely to encounter them in the workplace.

2. Competing

Competing is another strategy that, while not often suited for workplace conflict, can be useful in some situations.

This conflict style is for scenarios in which you place high importance on your goal and low importance on your relationships with others. It’s high in assertiveness and low in cooperation.

You may choose a competing style in a crisis. For instance, if someone is unconscious and people are arguing about what to do, asserting yourself and taking charge can help the person get medical attention quicker.

You can also use it when standing up for yourself and in instances where you feel unsafe. In those cases, asserting yourself and reaching safety is more critical than your relationships with others.

When using a competing style in situations where your relationships do matter (for instance, with a colleague), you risk impeding trust—along with collaboration, creativity, and productivity.

3. Accommodating

The third conflict resolution strategy is accommodation, in which you acquiesce to the other party’s needs. Use accommodating in instances where the relationship matters more than your goal.

For example, if you pitch an idea for a future project in a meeting, and one of your colleagues says they believe it will have a negative impact, you could resolve the conflict by rescinding your original thought.

This is useful if the other person is angry or hostile or you don’t have a strong opinion on the matter. It immediately deescalates conflict by removing your goal from the equation.

While accommodation has its place within organizational settings, question whether you use it to avoid conflict. If someone disagrees with you, simply acquiescing can snuff out opportunities for innovation and creative problem-solving .

As a leader, notice whether your employees frequently fall back on accommodation. If the setting is safe, encouraging healthy debate can lead to greater collaboration.

Related: How to Create a Culture of Ethics and Accountability in the Workplace

4. Compromising

Compromising is a conflict resolution strategy in which you and the other party willingly forfeit some of your needs to reach an agreement. It’s known as a “lose-lose” strategy, since neither of you achieve your full goal.

This strategy works well when your care for your goal and the relationship are both moderate. You value the relationship, but not so much that you abandon your goal, like in accommodation.

For example, maybe you and a peer express interest in leading an upcoming project. You could compromise by co-leading it or deciding one of you leads this one and the other the next one.

Compromising requires big-picture thinking and swallowing your pride, knowing you won’t get all your needs fulfilled. The benefits are that you and the other party value your relationship and make sacrifices to reach a mutually beneficial resolution.

5. Collaborating

Where compromise is a lose-lose strategy, collaboration is a win-win. In instances of collaboration, your goal and the relationship are equally important, motivating both you and the other party to work together to find an outcome that meets all needs.

An example of a situation where collaboration is necessary is if one of your employees isn’t performing well in their role—to the point that they’re negatively impacting the business. While maintaining a strong, positive relationship is important, so is finding a solution to their poor performance. Framing the conflict as a collaboration can open doors to help each other discover its cause and what you can do to improve performance and the business’s health.

Collaboration is ideal for most workplace conflicts. Goals are important, but so is maintaining positive relationships with co-workers. Promote collaboration whenever possible to find creative solutions to problems . If you can’t generate a win-win idea, you can always fall back on compromise.

Considering Your Responsibilities as a Leader

As a leader, not only must you address your own conflicts but help your employees work through theirs. When doing so, remember your responsibilities to your employees—whether ethical, legal, or economic.

Leadership, Ethics, and Corporate Accountability groups your ethical responsibilities to employees into five categories:

• Well-being: What’s ultimately good for the person
• Rights: Entitlement to receive certain treatment
• Duties: A moral obligation to behave in a specific way
• Best practices: Aspirational standards not required by law or cultural norms
• Fairness: Impartial and just treatment

In the course, Hsieh outlines three types of fairness you can use when helping employees solve conflicts:

• Legitimate expectations: Employees reasonably expect certain practices or behaviors to continue based on experiences with the organization and explicit promises.
• Procedural fairness: Managers must resolve issues impartially and consistently.
• Distributive fairness: Your company equitably allocates opportunities, benefits, and burdens.

Particularly with procedural fairness, ensure you don’t take sides when mediating conflict. Treat both parties equally, allowing them time to speak and share their perspectives. Guide your team toward collaboration or compromise, and work toward a solution that achieves the goal while maintaining—and even strengthening—relationships.

Are you interested in learning how to navigate difficult decisions as a leader? Explore Leadership, Ethics, and Corporate Accountability —one of our online leadership and management courses —and download our free guide to becoming a more effective leader.

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Conflict Management

Jul 21, 2014

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Conflict Management. Arguing -- Is usually a battlefield for a bigger issue. What is conflict?. A battle, contest or opposing forces existing between primitive desires and moral, religious or ethical ideas ( Webster’s Dictionary )

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Conflict Management Arguing -- Is usually a battlefield for a bigger issue.

What is conflict? • A battle, contest or opposing forces existing between primitive desires and moral, religious or ethical ideas ( Webster’s Dictionary) • A state of incompatibility of ideas between two or more parties or individuals • Conflict is “an expressed struggle between at least two interdependent parties who perceive incompatible goals, scare resources, and interference from others in achieving their goals” (Wilmot and Hocker, 1998) • Conflicts exist whenever incompatible activities occur • Conflict management is the practice of identifying and handling conflict in a sensible, fair and efficient manner

Functional and Dysfunctional Conflict • Functional conflict contributes to the achievement of the goals of the group or the organization. Functional conflict should be nurtured, if not encouraged. • Dysfunctional conflict impedes the organization from accomplishing its goals. Dysfunctional conflict should be reduced or removed.

Philosophies of Conflict Management • Traditional Philosophy: All conflicts are negative and potentially destructive for the organization. Conflict should be eliminated. • Behavioral Philosophy: Conflict is inevitable in organizations and should be accepted as a part of organizational life.

Philosophies of Conflict Management (cont.) • Interactionist Philosophy: • Conflict is essential to the survival of the organization. • Conflict should not only be accepted but encouraged in organizations. • Effective conflict management includes both stimulation and reduction of conflict. • Conflict management is a major responsibility of the manager.

Myths or Misconceptions About Conflict: • Harmony is normal and conflict is abnormal. • Conflict is the result of personality differences. • Conflict and disagreements are the same.

Causes of Conflict • Personal Differences • Informational Deficiency • Role Incompatibility • Environmental Stress • Scarcity • Uncertainty

Types of conflict • Inter-personal and intra-personal • Inter-group and intra-group • Competitive and Disruptive

Types of Conflict • Conflict of ideas • Dooley and Fryxell (1999) found that conflict of ideas at the early stage of decision making (idea formulation) was desirable. • That same conflict sometimes caused problems at a later stage when the ideas actually had to implemented. • Conflict of feelings (often called personality conflict)

Types of Conflict • Opposition and Support

Conflict Process Antecedent conditions Perceived conflict Felt Conflict Manifest behavior Conflict Resolution Or Suppression Resolution aftermath

Pondy’s Stages • Latent conflict: There is no actual conflict; however, the potential for conflict to arise is present because of the sources of conflict previously identified. • Perceived conflict: Each party searches for the origins of the conflict, defines why the conflict is emerging, analyzes the events that led to its occurrence, and constructs a scenario that accounts for the problems it is experiencing with other parties. • Felt conflict: The parties in conflict develop negative feelings about each other. • Manifest conflict: One party decides how to react to or deal with the party that it sees as the source of the conflict, and both parties try to hurt each other and thwart each other’s goals. • Conflict aftermath: Every conflict episode leaves a conflict aftermath that affects the way both parties perceive and respond to a future conflict episode.

Unresolved Conflict is a Vicious Circle • Relationship degenerates into a power struggle. • Playing games (If it weren’t for you…, Look how hard I’ve tried…, • Develops “ritual impasse”, stuck at the same point (refusing to talk after working so hard. • Destroys the problem-solving process • In the end, the relationship fails because neither persons needs are met.

Dealing with Conflict

Interpersonal Dynamics • Interpersonal dynamics – are the give and take behavior between people during human relations • Interpersonal dynamics grow increasingly complex as more people interact

Key Topics of Interpersonal Dynamics Transactional Analysis Assertiveness Conflict Management

Transactional Analysis (TA) • Method for determining how people interact • When we interact, behavior can be: • passive • aggressive • assertive • Performance is greater with this behavior • TA is a method of understanding behavior in interpersonal dynamics

TA: Ego States • Major ego states that affect our behavior or the way we transact through communication: • Parent Ego State (P) • Critical parent • Sympathetic parent • Child Ego State (C) • Natural child • Adapted child • Adult Ego State (A)

TA: Types of Transactions • Within ego states there are three different types of transactions: • Complementary Transactions • Crossed Transactions • Ulterior Transactions

Complementary Transactions • Occur when the sender of the message gets the intended response from the receiver • Generally result in more effective communication Supervisor Employee P P A A C C

Crossed Transactions • Occur when the sender of a message does not get the expected response from the receiver • These result in surprise, disappointment, and hurt feelings for the sender of the message Supervisor Employee P P A A C C

Ulterior Transactions • Occur when the words seem to be coming from one ego state, but in reality the words or behaviors are coming from another • Sometimes when people don’t know what they want or how to ask for it in a direct way, they resort to ulterior transactions • Best to avoid ulterior transactions because they tend to waste time

I’m OK – You’re OK I’m OK – You’re not OK I’m not OK – You’re OK I’m not OK – You’re not OK TA:Life Positions Positive Attitude toward Oneself Negative Positive Negative Attitude toward Others

TA: Stroking • Stroking – any behavior that implies recognition of another’s presence • Positive – make people feel good about themselves • Negative – can hurt people in some way • Giving praise (positive stroking) is a powerful motivation technique

Assertiveness • The process of expressing thoughts and feelings while asking for what one wants in an appropriate way • Present your message without falling into the traps of being: • “too pushy” (aggressive) • “not tough enough” (nonassertive-passive) • Is becoming more global

Aggressive Behavior Passive Behavior Assertive Behavior Passive-Aggressive Behavior Behaviors when dealing with a diversity of people:

Passive, Assertive, and Aggressive Speakers:

What is my conflict style?

Conflict Style • Not only is it important to know what relationship or situation is causing conflict in our life, but it is also important to look at how we normally resolve conflict (our natural inclination). • We must then decide whether we are satisfied with our current approach or if we would like to change it in some way to improve our effectiveness at conflict resolution.

Style Explanation • Avoiding • Accommodating • Compromising • Competing • Collaborating As you discovered through the conflict resolution assessment, our natural inclinations usually place us into one of these styles.

Style Explanation • Avoiding Style (-,-) • If I ignore the problem, it will go away • If I confront the problem, I may hurt someone’s feelings • Why bother… it won’t change anything • Accommodating (-,+) • It’s easier to just give in and give them what they want • You will be better liked if you just agree • By letting the other person win this time, you will win next time… you have to pick your battles.

Style Explanation • Compromising Style (-,-) • It’s only fair because then neither of us get what we want. • Both parties are on an even playing field • We can choose to give up something we really don’t need, thereby winning. • Competing Style (+,-) • I’m right and you’re wrong • There is only one solution • Collaborating (+,+) • We can find a solution that works for both of us. • By asking the other person’s perspective, I can understand them. • Once we find a common ground, we can work from there.

Conflict Style If you find yourself adopting a conflict style that you’re not happy about… • Analyze why you have adopted that style. • Develop some simple action steps that will help you break your habit. • Read on for helpful tips that will guide you through various conflict situations.

Summary of Conflict Management Styles

Conflict Management Styles

Roles in Conflict Resolution Initiator Responder Mediator

Initiating Conflict Resolution Step 1. Plan to maintain ownership of the problem using the XYZ model Step 2. Implement your plan persistently Step 3. Make an agreement for change

The XYZ Model • The XYZ model describes a problem in terms of behavior, consequences, and feelings: “When you do X (behavior), Y (consequences) happens, and I have Z (feelings).”

Responding to Conflict Resolution Step 1. Listen to and paraphrase the problem using the XYZ model Step 2. Agree with some aspect of the complaint Step 3. Ask for, and / or give, alternative solutions Step 4. Make an agreement for change

Mediating Conflict Resolution Step 1. Have each party state his or her complaint using the XYZ model Step 2. Agree on the problem(s) Step 3. Develop alternative solutions Step 4. Make an agreement for change and follow up

Interpersonal Dynamics Styles Exhibit 7.6

Your Personality and Interpersonal Dynamics • People with the same personality type tend to get along better and have less conflict than those with different personality types • If you have a high surgency personality – • watch your use of the critical parent ego state • be sure to give lots of positive strokes to help human relations • be careful not to use aggressive behavior to get what you want

Your Personality and Interpersonal Dynamics • If you have a high agreeableness personality, • you tend to get along well with others • be careful not to use the sympathetic parent ego state • watch the appropriate use of the child ego state • Adjustment – is about how well you deal with your emotions • especially anger

Your Personality and Interpersonal Dynamics • There is a relationship between adjustment and openness to experience • If you are not well adjusted, you are probably not open to experience • If you are a high conscientious personality, you can still transact from the parent or child ego state

Determining the level of conflict in my life

Determining the source of conflict At times you may sense conflict at work, but not know exactly why. The conflict self-assessment will help you to pinpoint the specific area in which you are experiencing conflict so that you can begin to resolve it. The areas addressed are supervisor, self, peers, employees, and productivity.

Do you ever use… • Extreme or irrational tactic to gain your point (slamming doors, stomping around)? • Hurt remarks to have the last word (sarcasm, name calling)? • The Silent treatment • Withdraw to a safe distance because you do not like to argue? • Store up grudges and use later (revenge)? • My way or no way attitude? • Get angry, criticize, or some other aggressive behavior? • Give in; “I guess you are right”, submissive behavior to avoid conflict. • Deny or pretend that “everything is okay If you answered “Yes” to any of the above you are not “fighting fair” and you are creating an interaction pattern of “I win, you lose”.

One-to-one Conflict

If you want to constructively resolve a conflict with another person… • FIRST, get into the right frame of mind for a positive discussion, always remembering to treat the other person with respect • SECOND, agree on the best time and place for both of you to discuss the conflict with each other. • THIRD, Set some ground rules. • FOURTH, have a discussion.

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CONFLICT MANAGEMENT. SUGGESTIONS Appearance – limited reactions, well chosen responses, and don’t show panic. Don’t sweat the small stuff. Only engage when there is a purpose. Pay attention to what is going on. Be aware of your surroundings.

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Conflict Management. Conflict. Natural Can be a useful growth experience Arises between 2 or more individuals from a perceived threat to their wants, needs, feelings, behaviors, or attitudes Organizational conflict: arises from competition for limited resources. Conflict Theory.

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Conflict Management. Khum Raj Punjali, Ashish Rai. Definition of conflict. Negative or Positive??? Harmful or Beneficial???. Session Coverage. Understanding conflict Conflicting Situations Conflict Management: What? Why and, How? Conclusion. Forethought.

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Conflict Management PowerPoint Presentation Slides

Explore the art of conflict management skills and strategies with this comprehensive Conflict Management PowerPoint template. Conflict management, a vital skill in addressing workplace conflicts and disputes constructively, involves effective communication, active listening, negotiation, and problem-solving to reach mutually satisfactory resolutions. Whether you're a HR professional, team leader, educator, or mediator, this template simplifies the process of creating engaging presentations on conflict resolution and management. Each slide is fully editable, allowing you to customize content while maintaining a professional appearance. By utilizing this template, you can educate your audience about the significance of conflict management, equipping them with valuable skills to handle workplace conflicts effectively. Empower your audience to embrace conflict management as an essential skill for personal and professional growth, fostering harmonious relationships and productive workplaces. Start using this template today to create presentations that inspire understanding, collaboration, and effective conflict resolution, transforming conflicts into opportunities for positive outcomes in the realm of workplace conflict and beyond.

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Conflict Management PowerPoint Templates

Download pre-made conflict management PowerPoint templates and slide designs including creative business characters and conflict illustrations that you can use to decorate your business slides on conflict resolution, management or conflict of interest.

Conflict Resolution Presentation Template

Business Agreement Infographic Slide

Thomas Kilmann Conflict Management Model Template for PowerPoint

APAC PowerPoint Template

5 Conflict Resolution Strategies PowerPoint Template

Rowing Different Directions Illustration for PowerPoint

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Opposite Handsets PowerPoint Template for Conflict Resolution

Conflict Resolution Slides for PowerPoint

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Cathepsin C (dipeptidyl peptidase 1) inhibition in adults with bronchiectasis: AIRLEAF®, a Phase II randomised, double-blind, placebo-controlled, dose-finding study

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Bronchiectasis is characterised by uncontrolled neutrophil serine protease (NSP) activity. Cathepsin C (CatC; dipeptidyl peptidase 1) activates NSPs during neutrophil maturation. CatC inhibitors can potentially reduce neutrophil-mediated lung damage. This Phase II, randomised, double-blind, placebo-controlled trial (AIRLEAF®; NCT05238675 ) evaluated efficacy, safety and optimal dosing of BI 1291583, a novel, reversible CatC inhibitor, in adults with bronchiectasis.

In total, 322 participants were randomised (2:1:1:2) to receive one of three oral doses of BI 1291583 (1 mg/2.5 mg/5 mg) or placebo for 24 to 48 weeks. A multiple comparison procedure and modelling approach was used to demonstrate a non-flat dose–response curve based on the time to first pulmonary exacerbation up to Week 48. In addition, efficacy of individual BI 1291583 doses was evaluated based on the frequency of exacerbations, severe exacerbations (fatal or leading to hospitalisation and/or intravenous antibiotic administration), lung function and quality of life.

A significant dose-dependent benefit of BI 1291583 over placebo was established based on time to first exacerbation (shape: Emax; adjusted p-value: 0.0448). Treatment with BI 1291583 5 mg and 2.5 mg numerically reduced the risk of an exacerbation compared with placebo (hazard ratios: 0.71 and 0.66, 95% CIs 0.48–1.05 and 0.40–1.08; both p>0.05). BI 1291583 2.5 mg showed numerically better efficacy compared with 5 mg across several endpoints; 1 mg was similar to placebo. The safety profile of BI 1291583 was similar to placebo.

Treatment with BI 1291583 resulted in a reduction in the risk of experiencing an exacerbation in adults with bronchiectasis.

This manuscript has recently been accepted for publication in the European Respiratory Journal . It is published here in its accepted form prior to copyediting and typesetting by our production team. After these production processes are complete and the authors have approved the resulting proofs, the article will move to the latest issue of the ERJ online. Please open or download the PDF to view this article.

Conflict of interest: EVA received support for this work from the Swedish Research Council, the Strategic Research Area in Epidemiology (SfoEpi) at Karolinska Institutet and the Sven and Ebba Hagberg Prize. EVA received an honorarium for grant review from the Milken Institute.

Conflict of interest: James D Chalmers reports grants or contracts from Astrazeneca, Genentech Gilead Sciences, Glaxosmithkline, Insmed, Grifols, Novartis, and Boehringer Ingelheim, outside the submitted work; consulting fees from Astrazeneca, Chiesi Glaxosmithkline, Insmed, Grifols, Novartis, Boehringer Ingelheim, Pfizer, Janssen, Antabio, Zambon, outside the submitted work; James D Chalmers is the current Chief Editor of the European Respiratory Journal.

Conflict of interest: Anastasia Eleftheraki has nothing to disclose.

Conflict of interest: Wiebke Sauter has nothing to disclose.

Conflict of interest: Peter Eickholz reports support for the present manuscript from Boehringer Ingelheim. Consulting fees received from Boehringer Ingelheim, outside the submitted work; Participation on a Data Safety Monitoring Board or Advisory Board for Boehringer Ingelheim, outside the submitted work.

Conflict of interest: Michal Shteinberg reports support for the present manuscript from Boehringer Ingelheim. Grants or contracts from GSK, Trudell medical international, Tel Aviv league for lung diseases, outside the submitted work; consulting fees from Astra Zeneca, Boehringer Ingelheim, Dexcel, Kamada, Synchrony medical, Trumed, Vertex, Zambon, outside the submitted work; Payment for lectures, presentations, speakers bureaus, manuscript writing or educational events from Astra Zeneca, Boehringer Ingelheim, GSK, Kamada, Sanofi, Insmed, outside the submitted work; Support for attending meetings and/or travel from Boehringer Ingelheim Israel, Astra Zeneca Israel, Kamada, Rafa, GSK Israel, outside the submitted work; Participation on a Data Safety Monitoring Board or Advisory Board or Bonus Biotherapeutics, Boehringer Ingelheim, Astra Zeneca, outside the submitted work; Leadership or fiduciary role in other board, society, committee or advocacy group, paid or unpaid: AJRCCM Associate Editor Management board member: Israeli Pulmonology society, Israeli society for Tuberculosis and mycobacterial diseases Management board member: EMBARC Editorial board member: ERJ, Chest, ERJ taskforce member- bronchiectasis guidelines, outside the submitted work; Receipt of equipment, materials, drugs, medical writing, gifts or other services: Trudell medical international - Receipt of oPEP devices for clinical trial.

Conflict of interest: Johanna Rauch reports support for the present manuscript from Boehringer Ingelheim.

Conflict of interest: Abhya Gupta reports support for the present manuscript from Boehringer Ingelheim.

Conflict of interest: Edith Frahm reports support for the present manuscript from Boehringer Ingelheim.

Conflict of interest: Sanjay H Chotirmall reports support for the present manuscript from Singapore Ministry of Health's National Medical Research Council under its Clinician-Scientist Individual Research Grant (MOH-001356), Singapore Ministry of Health's National Medical Research Council under its Clinician Scientist Award (MOH-000710), Open Fund Individual Research Grant (MOH-000955), Singapore Ministry of Education under its AcRF Tier 1 Grant (RT1/22) (S.H.C). Consulting fees from CSL Behring, Boehringer Ingelheim, Pneumagen Ltd, outside the submitted work; Lecture fees from Astra-Zeneca, Chiesi Farmaceutici, outside the submitted work; Participation on a Data Safety Monitoring Board or Advisory Board for Inovio Pharmaceuticals Inc., Imam Abdulrahman Bin Faisal University, outside the submitted work.

Conflict of interest: Naoki Hasegawa reports support for the present manuscript from Boehringer Ingelheim. Royalties or licenses from Boehringer Ingelheim, outside the submitted work; Patents planned, issued or pending for Boehringer Ingelheim, outside the submitted work.

Conflict of interest: Pamela J McShane reports support for the present manuscript from Boehringer Ingelheim. Consulting fees from Boehringer Ingelheim, outside the submitted work; Speakers bureaus from Insmed, outside the submitted work.

Conflict of interest: Marcus A Mall reports support for the present manuscript from Boehringer Ingelheim. Grants or contracts from German Research Foundation (DFG), German Ministry for Education and Research (BMBF), Boehringer Ingelheim, outside the submitted work; Personal fees for consultancy received from Abbvie, Boehringer Ingelheim, Enterprise Therapeutics, Kither Biotec, Prieris, Recode, Splisense, Vertex Pharmaceuticals, outside the submitted work; Honoraria received for presentations and educational events from Vertex Pharmaceuticals, outside the submitted work; Travel reimbursement received for participation in advisory board meetings for Boehringer Ingelheim, Vertex Pharmaceuticals, outside the submitted work; Personal fees for participation in advisory board received from Abbvie, Boehringer Ingelheim, Enterprise Therapeutics, Kither Biotec, Pari, Vertex Pharmaceuticals, outside the submitted work.

Conflict of interest: Anne E O'Donnell reports support for the present manuscript from Boehringer Ingelheim. Grant or contracts from Insmed, Zambon, Paratek, Armata, Renovian, outside the submitted work; consulting fees from Boehringer Ingelheim, Insmed, outside the submitted work; Leadership or fiduciary role in other board, society, committee or advocacy group: US Bronchiectasis and NTM Research Registry -Steering committee, outside the submitted work.

Conflict of interest: April W Armstrong reports grants or contracts from Abbvie; ASLAN; BMS; Dermavant Sciences; Dermira; Eli Lilly; Galderma; Incyte; Janssen; Leo Pharma; Meiji Seika Pharma Co; Modernizing Medicine; Nimbus Therapeautics; Novartis; Ortho Dermatologics; Pfizer; Sanfoi Genzyme; UCB; Ventyx Biosciences, outside the submitted work; Consulting fees from Abbvie; ASLAN; Almirall; Amgen; Arcutis; Beiersdorf; BMS; Dermavant; EPI Health; Eli Lilly; Janssen; LEO Pharma; Mindera; Nimbus; Organon & Co; Sanofi; Sun Pharma; Takeda; Ventyx Biosciences, outside the submitted work; Payment or honoraria for lectures, presentations, speakers bureaus, manuscript writing or educational events for Abbvie; Amgen; BMS; Galderma; Janssen; Mindera; Organon & Co; Sanofi; Takeda, outside the submitted work; Participation on a Data Safety Monitoring Board or Advisory Board for Incyte; Regeneron; UCB; Boehringer Ingelheim; Parexel, outside the submitted work; Leadership or fiduciary role in other board, society, committee or advocacy group: Board of Director Elect, American Academy of Dermatology, outside the submitted work.

Conflict of interest: Henrik Watz declares medical writing support for the present manuscript from Nucleus Global; and consulting fees, payment or honoraria, payment for expert testimony, support for attending meetings and participation on a Data Safety Monitoring Board or Advisory Board from AstraZeneca, Boehringer Ingelheim, Chiesi, GlaxoSmithKline, Novartis and Sanofi.

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• Received August 5, 2024.
• Accepted August 29, 2024.
• Copyright ©The authors 2024. For reproduction rights and permissions contact permissions{at}ersnet.org

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