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Lesson
B2ENWorkplace Conflict Resolution. When Teams Disagree
Practice reported speech and diplomatic language through realistic workplace conflicts. Two colleagues aren't speaking, a project is falling apart, and HR wants answers. Listen to both sides, mediate the dispute, and find a solution before someone quits. A practical B2 English lesson on reported speech, diplomatic phrases, and workplace mediation. Ideal for adult learners, English tutors, and language schools.
How this lesson works
Students participate
Students interact directly with the lesson — responding, speaking, solving tasks, making decisions and joining activities.
You see what is happening
See student responses, answers, mistakes and activity in real time where supported.
You guide the experience
Guide the lesson, manage activities and timing, and respond to what students are doing where supported.
Everyone participates
Students actively contribute and interact instead of simply consuming lesson content.
You Walk Into This — What Do You Do? Speaking Challenge
Speaking Challenge
You arrive at work on Monday morning. Two of your colleagues are not speaking to each other. One of them sent a furious email to the whole team on Friday at 11 PM blaming the other for a missed deadline. The other replied at 7 AM this morning calling the first one "unprofessional and dishonest." Your manager is on holiday. The project is due Wednesday. You are the most senior person in the room. What do you do first? Talk for 90 seconds.
Conflict and Mediation Language. Sorting
Sorting
Escalating (makes it worse):
De-escalating (moves toward resolution):
Lesson Board
Lesson Board
Report What They Said. Word Choice
Word Choice
- Alex said he has senthad sentsent the files to Maria on Thursday afternoon.
- Maria told me she doesn't receivehadn't receiveddidn't receive anything until Friday morning.
- He claimed that he has triedhad triedtried to call her twice but she didn't answer.
- She mentioned that nobody informsinformedhad informed her about the deadline change.
- He said he feltis feelingfeels ignored every time he raised a concern in meetings.
- She told the mediator she wasishas been frustrated because the workload was unfair.
- Alex explained that he ishad beenwas working overtime for three weeks with no support.
- Maria said she couldshouldwould have asked for help earlier but she thought she could manage.
- He admitted that he shouldwouldcould have handled the email better — he wrote it when he was angry.
- She acknowledged that the miscommunication wasishad been partly her responsibility.
Two Sides, One Story. Jigsaw Reading
Jigsaw Reading
Alex's Side
Alex has worked at the company for six years. He said he had always been a reliable team member and had never missed a deadline before. He told the mediator that three weeks ago, the project manager changed the deadline without consulting him. He said he had told Maria about the new deadline in a Slack message, but she never responded. He claimed he had tried to call her twice on Wednesday but she didn't pick up. He said he felt like he was doing all the work while Maria was "coasting." He admitted the Friday email was too aggressive, but he said he had been working 12-hour days for three weeks and nobody noticed. He said: "I'm not angry at Maria. I'm angry that nobody in this company listens until someone explodes."
Maria's Side
Maria has worked at the company for two years. She told the mediator she had never seen Alex's Slack message — she said she had been on a different project channel that week and didn't check the main one. She said she never received any phone calls from Alex — her phone log showed no missed calls on Wednesday. She claimed that she had found out about the new deadline on Friday morning from another colleague, not from Alex. She said she had immediately started working on it but it was too late. She told the mediator she felt blindsided by Alex's public email. She said: "He could have walked over to my desk. We sit three metres apart. Instead he sent an email to the entire team calling me unprofessional. I've never been so humiliated at work."
The Manager's Notes (Before Going on Holiday)
Before leaving on Friday, the project manager left a note for HR. It read: "I changed the deadline three weeks ago and informed Alex verbally. I asked him to update the rest of the team. I assumed he had done so. I did not follow up. I also did not update the project management tool — the old deadline is still showing there. I should have sent a written confirmation to everyone. I take responsibility for the miscommunication." The mediator has this note. Neither Alex nor Maria has seen it.
The Colleague's Observation
A colleague who sits near both Alex and Maria told the mediator informally: "This has been building for months. Alex thinks Maria doesn't work hard enough because she leaves at 5 PM every day. Maria thinks Alex is a control freak who doesn't trust anyone. They were fine until they were put on the same project. The real problem isn't the deadline — it's that they have completely different working styles and nobody has addressed it."
Comprehension questions
- Where do Alex and Maria's accounts contradict each other?
- Whose version do you believe more — and why?
- If you were the mediator, what would you say to each of them?
The Mediation. Roleplay Quest
Roleplay Quest
Scenario
HR has called a mediation meeting. Alex and Maria are in the room. A mediator will lead the conversation. The goal is not to decide who is right — it is to find a way forward so the project can be delivered and the team can work together. The mediator has read both statements and the manager's note. Each person has 2 minutes to share their perspective, then 10 minutes of guided discussion.
The Mediator (HR)
You are neutral. You have read both statements, the manager's note, and the colleague's observation. Your job is to guide, not judge.
Secret goal: Start by setting ground rules: one person speaks at a time, no interrupting, focus on solutions not blame. Use reported speech to reflect back what each person said: "Alex, you mentioned that... Maria, you said that..." Reveal the manager's note at the right moment — when both sides have shared their version. End by asking: "What do you both need to move forward?"
Alex
You are frustrated and exhausted. You feel like you did everything right and got no recognition. You believe Maria should have checked the project channel.
Secret goal: You are not a bad person — you are burned out. You regret the email but you also feel justified. You want an apology from Maria for not responding to your messages. You also want the company to acknowledge that you've been overworked. If the mediator shows you the manager's note, you will be angry that the manager didn't take responsibility sooner.
Maria
You feel humiliated and blindsided. The public email damaged your reputation. You believe Alex should have communicated face-to-face instead of by Slack and email.
Secret goal: You are hurt, not angry. You want Alex to apologise for the public email. You also want the team to agree on clear communication rules so this never happens again. If the mediator shows you the manager's note, you will feel relieved — it proves the miscommunication was not your fault.
The Project Manager (by phone)
You are on holiday but the mediator called you. You feel guilty. You know the miscommunication started with you. You told Alex verbally but never sent a written confirmation.
Secret goal: You are calling in from a bad phone connection. You want to take responsibility quickly and move on. Say: "I should have sent a written update to the whole team. This is on me." But you also want to know why Alex and Maria couldn't resolve this without escalating to HR — you think they both overreacted.
What Should Companies Do? Speed Debate
Speed Debate
- Most workplace conflicts are caused by bad management, not bad employees.
- If two colleagues cannot resolve a conflict themselves, both of them are partly responsible.
- Public emails criticising a colleague should be treated as a disciplinary matter, regardless of the reason.
- Companies should require all deadline changes to be confirmed in writing — verbal communication is not enough.
- Working overtime for weeks without complaining and then exploding is worse than raising the issue early.
- HR mediation rarely solves the real problem — it just forces people to be polite temporarily.
- Different working styles are not a conflict — they are a management failure to set clear expectations.
- Employees who leave exactly at 5 PM should not be judged for it — the job is done when the hours are done.
Why Edugine?
Turn your lessons into experiences.
Edugine helps tutors create and run live learning experiences where students actively participate, interact and collaborate — while tutors see what students are doing and guide the lesson in real time.