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Conflict Management for Managers: Resolving Workplace, Client, and Policy Disputes

Book Description

Conflict Management for Managers takes a theory-to-practice approach, focusing on commons types of conflicts managers face. Because of the hands-on nature of conflict management skills, it provides opportunities for interaction and skill practice. The text is divided into four sections. The first section is an overview of the ways in which conflict management techniques and concepts can and should be applied to improve management and performance. Next, the book deals specifically with internal business disputes. The third section of the book focuses on the management of external disputes with customers and within the supply-chain. The last part of the book addresses disputes between regulators and the regulated.

Table of Contents

  1. Cover Page
  2. Title Page
  3. Copyright
  4. CONTENTS
  5. FIGURES AND TABLES
  6. ACKNOWLEDGMENTS
  7. INTRODUCTION
    1. A TALE OF TWO MANAGERS
    2. MEET ELISE, FOUNDER AND CEO OF MAIN STREET BAKERIES
    3. THE GOAL OF THIS BOOK
    4. INTENDED AUDIENCE
    5. ORGANIZATION OF THE BOOK
    6. THE COSTS OF CONFLICT
    7. CASE STUDY IN UNMANAGED CONFLICT: WALMART
    8. CASE STUDY IN POSITIVE CHANGE: AMERICAN HOME SHIELD
    9. CONCLUSION
    10. KEY TERMS
    11. DISCUSSION QUESTIONS
    12. EXERCISES
  8. PART ONE: Conflict Management Knowledge and Skills
    1. CHAPTER ONE: Manager Know Thyself
      1. RESPONDING TO CONFLICT: FIVE COMMON APPROACHES
      2. THE FIVE CONFLICT STYLES
      3. CHOOSING AMONG THE CONFLICT STYLES
      4. THE LANGUAGE OF CONFLICT
      5. CONFLICT, COMMUNICATION, AND CULTURE
      6. HIRING, MANAGING, AND CONFLICT STYLES
      7. EMOTIONAL INTELLIGENCE AND THE COLLABORATIVE MANAGER
      8. CONCLUSION
      9. KEY TERMS
      10. SUGGESTED SUPPLEMENTAL READING
      11. DISCUSSION QUESTIONS
      12. EXERCISES
      13. GOAL SETTING
    2. CHAPTER TWO: Theory to Practice
      1. BIOLOGICAL, PHYSIOLOGICAL, AND EVOLUTIONARY THEORIES OF CONFLICT AND RESOLUTION
      2. PERSONALITY AND INDIVIDUALLY BASED CONFLICT THEORIES
      3. PSYCHODYNAMIC THEORIES OF BEHAVIOR AND CONFLICT
      4. ATTRIBUTION THEORY AND OTHER COGNITIVE BIASES
      5. THE SEVEN DEADLY COGNITIVE BIASES OF NEGOTIATION
      6. SOCIAL LEARNING THEORY
      7. FRAMING TOWARD A COLLABORATIVE PROCESS
      8. PROCEDURAL JUSTICE AND THE PROCESS FOCUS
      9. CONCEPTS OF FAIRNESS ACROSS CULTURES
      10. POWER IN THEORY AND PRACTICE
      11. THE TIMING OF CONFLICT INTERVENTIONS
      12. STRUCTURAL VERSUS NONSTRUCTURAL SOURCES OF CONFLICT
      13. CONCLUSION
      14. KEY TERMS
      15. SUGGESTED SUPPLEMENTAL READING
      16. DISCUSSION QUESTIONS
      17. EXERCISES
      18. GOAL SETTING
    3. CHAPTER THREE: The Power of Negotiation Essential Concepts and Skills
      1. MANAGERS AS NEGOTIATORS
      2. DISTRIBUTIVE VERSUS INTEGRATIVE BARGAINING
      3. NEGOTIATION TERMS AND CONCEPTS
      4. KEY NEGOTIATION CONCEPTS
      5. IMPASSE AND OBSTACLES TO SETTLEMENT
      6. BRING IN A THIRD PARTY
      7. NEGOTIATIONS TO AVOID
      8. TRUST BUILDING AND TRUST REPAIR IN NEGOTIATIONS
      9. CONCLUSION
      10. KEY TERMS
      11. SUGGESTED SUPPLEMENTAL READING
      12. DISCUSSION QUESTIONS
      13. EXERCISES
      14. GOAL SETTING
    4. CHAPTER FOUR: The Alternative Dispute Resolution Process Continuum
      1. THE ADR CONTINUUM
      2. OTHER ADR PROCESSES
      3. ADDITIONAL PROBLEM-SOLVING TECHNIQUES
      4. KEY SKILLS FOR MANAGING COLLABORATION AND CONFLICT
      5. CONCLUSION
      6. KEY TERMS
      7. SUGGESTED SUPPLEMENTAL READING
      8. DISCUSSION QUESTIONS
      9. EXERCISES
      10. GOAL SETTING
  9. PART TWO: Preventing and Resolving Internal Conflict
    1. CHAPTER FIVE: Causes and Cures for Employee Turnover
      1. ELISE AT MAIN STREET BAKERIES
      2. THE COSTS OF EMPLOYEE TURNOVER AND LOW MORALE
      3. WHY EMPLOYEES LEAVE OR STAY
      4. HIRING GREAT EMPLOYEES
      5. DEALING WITH DIFFICULT EMPLOYEES
      6. IDENTIFYING AND ERADICATING WORKPLACE BULLYING AND VIOLENCE
      7. GIVING AND RECEIVING FEEDBACK
      8. PERFORMANCE REVIEWS AND EMPLOYEE RECOGNITION
      9. WHAT MAKES A “GREAT MANAGER”?
      10. BECOMING A GREAT MANAGER
      11. CONCLUSION
      12. HIGH EMPLOYEE TURNOVER AT MAIN STREET BAKERIES
      13. KEY TERMS
      14. SUGGESTED SUPPLEMENTAL READING
      15. DISCUSSION QUESTIONS
      16. EXERCISES
      17. GOAL SETTING
    2. CHAPTER SIX: Building Successful Teams and Organizations
      1. DO WE STILL NEED TEAMWORK?
      2. BEST PRACTICES FOR TEAM BUILDING
      3. TEAM TYPOLOGIES
      4. WHAT IF I CAN'T CHOOSE MY TEAM?
      5. HOW TEAMS THINK AND COMMUNICATE
      6. CULTURAL PREFERENCES FOR TIME MANAGEMENT
      7. PHASES OF TEAMWORK
      8. ROLES AND DUTIES WITHIN TEAMS
      9. TEAMS AND TRUST
      10. CONFLICT VERSUS DYSFUNCTION IN TEAMS
      11. CONFLICT AND TEAMS DURING MERGERS AND ACQUISITIONS
      12. BUILDING AND REBUILDING CORPORATE CULTURE: BEFORE, DURING, AND AFTER MERGERS
      13. DOWNSIZING, RIGHTSIZING, AND CONFLICT MANAGEMENT
      14. WHEN ONE PERSON WON'T PLAY ON THE TEAM
      15. CONCLUSION
      16. KEY TERMS
      17. SUGGESTED SUPPLEMENTAL READING
      18. DISCUSSION QUESTIONS
      19. EXERCISES
      20. GOAL SETTING
    3. CHAPTER SEVEN: Conflict Management in Unionized Environments
      1. LABOR-MANAGEMENT CONFLICT IN THE UNITED STATES
      2. TRENDS IN UNIONIZATION
      3. COMMON STEPS IN THE UNION GRIEVANCE PROCESS
      4. EXAMPLES OF CONFLICT MANAGEMENT IN UNIONIZED SETTINGS
      5. THE EVOLUTION OF COLLABORATION IN LABOR-MANAGEMENT RELATIONS
      6. BECOMING A COLLABORATIVE LEADER IN A NONCOLLABORATIVE ENVIRONMENT
      7. ADR IN THE CREATION OF COLLECTIVE BARGAINING AGREEMENTS
      8. EXAMPLES OF COLLABORATION IN LABOR-MANAGEMENT RELATIONS
      9. CONCLUSION
      10. KEY TERMS
      11. SUGGESTED SUPPLEMENTAL READING
      12. DISCUSSION QUESTIONS
      13. EXERCISES
      14. GOAL SETTING
    4. CHAPTER EIGHT: Designing Disputing Systems for Organizations
      1. PROCEDURAL JUSTICE AND REDUCING COSTS OF CONFLICT
      2. POWER, RIGHTS, AND INTERESTS
      3. VALUES UNDERLIE THE DESIGN
      4. GENERAL DSD CONCEPTS AND PRACTICES
      5. FOUR STAGES OF DSD
      6. SAMPLE PRIVATE SECTOR DSD
      7. The “Solutions Program” at Coca-Cola
      8. SAMPLE PUBLIC SECTOR DSD
      9. DISPUTING SYSTEMS IN THE NONPROFIT SECTOR
      10. DSD IN SMALL ORGANIZATIONS
      11. DSD GONE WRONG: HOOTERS OF AMERICA, INC.
      12. CONCLUSION
      13. KEY TERMS
      14. SUGGESTED SUPPLEMENTAL READING
      15. DISCUSSION QUESTIONS
      16. EXERCISES
      17. GOAL SETTING
  10. PART THREE: Preventing and Resolving External Conflicts
    1. CHAPTER NINE: Prevention and Resolution of Conflicts with Clients, Customers, and Vendors
      1. RULE ONE: A HOUSE DIVIDED WILL NOT STAND
      2. RULE TWO: BE SURE YOU DELIVER WHAT YOU PROMISE (QUALITY PRODUCTS AND SERVICES)
      3. RULE THREE: IMPROVEMENTS REQUIRE MONITORING
      4. RULE FOUR: CREATE INCENTIVES FOR DESIRED BEHAVIORS
      5. RULE FIVE: EMPOWER EMPLOYEES TO RESOLVE DISPUTES AT THE LOWEST LEVEL POSSIBLE
      6. RULE SIX: AVOID A MYOPIC FOCUS ON NEW CUSTOMERS OVER EXISTING ONES
      7. RULE SEVEN: DEVISE, EVALUATE, AND REVISE SYSTEMS
      8. CONCLUSION
      9. KEY TERMS
      10. SUGGESTED SUPPLEMENTAL READING
      11. DISCUSSION QUESTIONS
      12. EXERCISES
      13. GOAL SETTING
    2. CHAPTER TEN: Case Studies of Organizational Success Through Exemplary Customer Conflict Management
      1. JOHN AND CUSTOMER SERVICE AT THE BUREAU OF RECLAMATION
      2. CUSTOMER SATISFACTION IN A SALES EXPERIENCE
      3. AMERICAN EXPRESS: RELATIONSHIP CARE
      4. CUSTOMER RECOVERY SYSTEMS
      5. TORO: TURNING LIABILITY INTO ABILITY
      6. RITZ-CARLTON: EMPLOYEE EMPOWERMENT FOR “DELIGHTED” CUSTOMERS
      7. PUBLIC AND NONPROFIT SECTOR SERVICE DELIVERY
      8. PATIENT CARE ADVOCATES: REDUCING FORMAL COMPLAINTS IN HOSPITAL SETTINGS
      9. PUBLIC SECTOR: WHAT NOT TO DO
      10. CHILDREN'S HEALTH CARE OF ATLANTA: MEASURING AND REWARDING QUALITY PATIENT CARE
      11. CUSTOMER SERVICE IN THE NONPROFIT SECTOR
      12. CONCLUSION
      13. JOHN REDESIGNS CUSTOMER SERVICE AT THE BUREAU OF RECLAMATION
      14. KEY WORDS
      15. SUGGESTED SUPPLEMENTAL READING
      16. DISCUSSION QUESTIONS
      17. EXERCISE
  11. PART FOUR: Collaboration and Conflict Management Between Regulators and the Regulated
    1. CHAPTER ELEVEN: Public Policy Decision Making and Collaboration
      1. ELISE AT MAIN STREET BAKERIES
      2. CHARACTERISTICS OF PUBLIC DISPUTES
      3. THE SPIRAL OF UNMANAGED CONFLICT
      4. PUBLIC POLICY PROCESS AND BASIC CONCEPTS
      5. HISTORY OF ANTAGONISTIC RELATIONSHIPS BETWEEN REGULATORY AND REGULATED COMMUNITIES
      6. ENVIRONMENTAL AND PUBLIC POLICY CONFLICT RESOLUTION
      7. PROCESS MENU OPTIONS
      8. PUBLIC-PRIVATE PARTNERING: BEST PRACTICES
      9. COMMON ERRORS IN COLLABORATION: A CAUTIONARY TALE
      10. CONCLUSION
      11. ELISE AT MAIN STREET BAKERIES
      12. KEY TERMS
      13. SUGGESTED SUPPLEMENTAL READING
      14. INTERNET RESOURCES
      15. DISCUSSION QUESTIONS
      16. EXERCISES
      17. GOAL SETTING
    2. CHAPTER TWELVE: Designing and Facilitating Effective Large-Group Processes
      1. NEEDS ASSESSMENT STAGE
      2. CONVENING STAGE
      3. DURING THE PROCESS
      4. AFTER THE PROCESS
      5. THE ROLE OF THE MEDIA IN PUBLIC DISPUTES
      6. CHARACTERISTICS OF SUCCESSFUL LARGE-GROUP FACILITATORS
      7. HABITS OF AN EFFECTIVE FACILITATOR
      8. CHOOSING AMONG MEETING FORMATS
      9. CONCLUSION
      10. KEY TERMS
      11. SUGGESTED SUPPLEMENTAL READING
      12. DISCUSSION QUESTIONS
      13. EXERCISES
      14. GOAL SETTING
  12. CONCLUSION
    1. EVERY MANAGER IS A CONFLICT MANAGER
    2. THE GOAL: CONTINUED GROWTH AND IMPROVEMENT
    3. SELF-REFLECTION FOR GOAL SETTING
    4. BUT I'M NOT A MANAGER YET …
    5. DON'T MANAGE LIKE A DINOSAUR
    6. A SYSTEMIC APPROACH TO CONFLICT MANAGEMENT
    7. SUGGESTED SUPPLEMENTAL READING
    8. DISCUSSION QUESTIONS
    9. EXERCISES
    10. GOAL SETTING
  13. GLOSSARY
  14. REFERENCES
  15. ABOUT THE AUTHOR
  16. INDEX