Book description
The classic text on resolving workplace conflicts, fully revised and updated
Resolving Conflicts at Work is a guide for preventing and resolving conflicts, miscommunications, and misunderstandings at work, including dozens of techniques for revealing how the inevitable disputes and divisions in the workplace are actually opportunities for greater creativity, productivity, enhanced morale, and personal growth. In the third edition of this text, all chapters are completely infused with additional content, updated examples, and new case studies. Like its predecessors, it identifies core strategies for preventing and resolving both intermittent and chronic conflicts in the workplace. In addition, the book
Includes a new foreword by Warren Bennis, which represents his most recent thinking about judgment calls and candid communications in the workplace
Presents new chapters on leadership and transformational conflict coaching, and organizational systems design
Features downloadable teaching materials available for faculty using the book
This definitive and comprehensive work provides a handy guide for managers, employees, union representatives, human resource experts, and consultants seeking to maintain stable and productive workplaces.
Table of contents
- Copyright
- FOREWORD: CONFLICT: AN OPPORTUNITY FOR LEADERSHIP
- ACKNOWLEDGMENTS
- INTRODUCTION: TEN STRATEGIES FOR EVERYONE ON THE JOB
-
1. UNDERSTAND THE CULTURE AND DYNAMICS OF CONFLICT
- 1.1. Decoding the Culture of Conflict
- 1.2. Conflict Messages in Popular Culture
- 1.3. Shifting Conflict Cultures Globally and Locally
- 1.4. Altering the Dynamics: Seeing Conflict as an Opportunity
- 1.5. Creating Learning Organizations
- 1.6. The Opportunity of Collaboration
- 1.7. How to Collaborate in Conflict
- 2. LISTEN EMPATHETICALLY AND RESPONSIVELY
-
3. SEARCH BENEATH THE SURFACE FOR HIDDEN MEANINGS
- 3.1. The Iceberg of Conflict
- 3.2. Applying Your Knowledge of the Iceberg
- 3.3. Steps to Get Below the Surface
- 3.4. The Language of Conflict
- 3.5. Metaphors and the Meaning of Conflict
- 3.6. How Empathy and Honesty Lead to Transformation
- 3.7. Creating Empathy Through Role-Reversing Dialogue
- 3.8. Rationalizations for Not Being Honest
- 3.9. Rationalizations for Being Honest
-
4. ACKNOWLEDGE AND REFRAME EMOTIONS
- 4.1. Emotional Responses to Conflict
- 4.2. How Unexpressed Emotions Create Conflict
- 4.3. Families and Emotions
- 4.4. Common Myths and Assumptions About Emotions
- 4.5. Distinguishing the Elements of Emotion
- 4.6. Stages of Emotional Response to Conflict
- 4.7. Reframing Emotions
- 4.8. Behind the Mask: Hidden Markers in Emotional Communication
- 4.9. Taking Off the Masks and Revealing Hidden Emotions
- 4.10. Behaviors That Trigger Anger
- 4.11. Reasons for Anger
- 4.12. Subconscious Beliefs and Assumptions About Anger
- 4.13. Methods for Responding to Anger
- 4.14. Ways of Apologizing
-
5. SEPARATE WHAT MATTERS FROM WHAT GETS IN THE WAY
- 5.1. Positions Versus Interests
-
5.2. Separating the Issues in Conflict
- 5.2.1. Separate Positions from Interests
- 5.2.2. Separate People from Problems
- 5.2.3. Separate Problems from Solutions
- 5.2.4. Separate Commonalities from Differences
- 5.2.5. Separate the Future from the Past
- 5.2.6. Separate Emotions from Negotiation
- 5.2.7. Separate Process from Content
- 5.2.8. Separate Options from Choices
- 5.2.9. Separate Criteria from Selection
- 5.2.10. Separate Yourself from Others
-
6. SOLVE PROBLEMS PARADOXICALLY AND CREATIVELY
- 6.1. Conceptual Preparation for Creative Problem Solving
- 6.2. Paradoxical Problem Solving
- 6.3. Obstacles to Creative Problem Solving
-
6.4. Five Steps in Creative Problem Solving
- 6.4.1. Step One: Admit You Have a Problem, Recognize It as a Problem, and Accept It as Needing to Be Solved
- 6.4.2. Step Two: Collaboratively Define and Clarify the Elements and Nature of the Problem
- 6.4.3. Step Three: Jointly Investigate, Analyze, Categorize, and Prioritize the Problem
- 6.4.4. Step Four: Invent Solutions That Satisfy Everyone's Interests Without Becoming Attached to Any Particular Solution
- 6.4.5. Step Five: Jointly Act, Evaluate Results, Acknowledge Efforts, and Celebrate Successes
- 6.5. Conflict Resolution, Problem Solving, and Strategic Planning
- 6.6. Problem Solving and Consensus Decision Making
- 6.7. Transformation and Problem Solving
-
7. LEARN FROM DIFFICULT BEHAVIORS
- 7.1. Defining the Problem Is the Problem
- 7.2. Why People Engage in Difficult Behaviors
- 7.3. Stop Rewarding Difficult Behaviors
- 7.4. Methods for Changing Difficult Behaviors
- 7.5. Difficult Behaviors Start in the Family
- 7.6. It's Your Button
- 7.7. Attitudes, Approaches, and Techniques
- 7.8. Changing Difficult Behaviors in Organizational Cultures
- 7.9. Feedback Versus Evaluation
- 7.10. Responding to Difficult Behaviors in Meetings
- 7.11. Imagining a World Without Difficult Behaviors
- 8. LEAD AND COACH FOR TRANSFORMATION
- 9. EXPLORE RESISTANCE AND NEGOTIATE COLLABORATIVELY
- 10. MEDIATE AND DESIGN SYSTEMS FOR PREVENTION
- THE AUTHORS
Product information
- Title: Resolving Conflicts at Work: Ten Strategies for Everyone on the Job, Third Edition
- Author(s):
- Release date: May 2011
- Publisher(s): Jossey-Bass
- ISBN: 9780470922248
You might also like
book
The Communication Habit: Strategies That Set You Apart and Leave a Lasting Impression
Publisher's Note: Products purchased from Third Party sellers are not guaranteed by the publisher for quality, …
audiobook
The Art of Leadership
Many people think leadership is a higher calling that resides exclusively with managers who practice or …
book
The Art of Leadership
Many people think leadership is a higher calling that resides exclusively with a select few who …
book
7 Principles of Transformational Leadership
In the world of work, the single greatest asset of successful individuals, teams, and organizations is …