John Khastar is a specialist in conflict management, physical intervention and incident response. He delivers Bond Solon’s conflict management training.
Here, he explains how to recognise the signs of conflict in the workplace and what behaviours might signal the need for intervention.
What is your background?
I spent more than 16 years as a Prison Service Manager and National Trainer, working with some of the most dangerous and high‑risk individuals in the UK prison estate.
At HMP Newhall I worked with young ladies with complex needs ranging from metal health issues to self-harm and long-term abuse. I then moved to HMP Wakefield, which included extensive work on the Close Supervision Centre – a unit for prisoners serving whole‑life sentences and assessed as too dangerous to mix with others. Here, I designed and implemented violence‑reduction initiatives.
After joining the prison’s training department, I was approached by a senior governor to support training across the Prison Service estate. These specialist programmes included conflict management, hostage negotiation, searching and X‑ray training, control and restraint, lone worker self‑defence, and incident command.
I have also studied and practised karate since the age of six, competing nationally and learning the discipline, control and proportionality that underpins my approach to managing confrontation.
How do you define conflict?
Conflict is any situation where two or more people experience a difference in needs, expectations, values, or perceptions, which creates tension, resistance or a risk of escalation.
Conflict isn’t just shouting or aggression. It often begins subtly. In a healthcare or social care setting, it could be signs of defensiveness when someone is being held accountable. For example, when a staff member is questioned about a safeguarding lapse.
Health and social care staff may also encounter conflict when dealing with patients and the public, particularly in settings that care for vulnerable people, like children, the elderly or those with learning difficulties or mental impairments.
When someone wants to shut down a difficult conversation, signs of quiet conflict can arise. You might spot avoidance tactics disguised as professionalism, such phrases like “let’s move on” or “we’re going in circles”.
Where there is a hierarchy or people wanting to maintain power without open conflict, individuals may use subtle aggression because it’s deniable. Conflict becomes visible when one or more parties begin to feel threatened, disrespected, ignored or dismissed or are unable to achieve what they need.
Visible signs of conflict include defensiveness, interrupting, justifying, shutting down discussion or a sudden change in tone. People can react strongly when they feel their value, role or dignity has been undermined. A team member may roll their eyes or sigh loudly when another person speaks. These are all signs of conflict.
When does conflict require ‘management’?
Early intervention prevents escalation and conflict requires active management as soon as it begins to impact safety, communication or the ability to work effectively. You know conflict needs managing when:
Behaviour changes:
- raised voice
- withdrawal or refusal
- agitation or pacing
- challenging or confrontational language.
The situation becomes emotionally charged:
- frustration, anger, fear or anxiety are visible
- someone feels they are “not being listened to”.
There is a risk of escalation:
- the person is losing control
- the environment is becoming unsafe
- others are being drawn into the situation.
Operational impact appears:
- work stops
- decisions cannot be made
- team dynamics break down
- legal, reputational or safety risks emerge.
In any of these cases, it is important to recognise conflict indicators early, use de‑escalation and communication skills, maintain professionalism under pressure and practise legally defensible decision‑making and proportionate responses.
What is conflict management?
In simple terms, it is the ability to de-escalate, reduce risk and guide people back to safe, calm and constructive communication.
It is not about “winning” an argument or overpowering someone - especially in health and social care settings where emotions can run high or behaviour becomes unpredictable. It’s about maintaining safety, professionalism and control – especially in environments where emotions run high or behaviour becomes unpredictable.
Conflict management training is built on the following core principles:
- Early intervention.
- Communication first.
- Safety and professionalism.
- Understanding behaviour.
- Proportionate and defensible decision‑making.
- De‑escalation over confrontation.
- Tailored, real‑world application.
Explore who would most benefit from conflict management training and why.
How can Bond Solon help?
Bond Solon’s conflict resolution, physical intervention and security‑focused training are designed specifically for the health and social care sector. Our courses are engaging, practical, legally defensible and tailored to the real‑world challenges faced by health and social care staff.
To find out more about our conflict management training or to enquire about booking onto a course, please email info@bondsolon.com or call 020 7549 2549 to speak a member of our team.