Conflict Resolution

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McGraw Hill Professional, Jan 3, 2001 - Business & Economics - 169 pages
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Successful management depends on the ability to quickly and effectively manage conflicts. Conflict Resolution includes hands-on information for effectively communicating with employees, disciplining and even terminating employees, understanding and using organizational politics, and more.
 

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This a great book on the topic of conflict resolution & negotiation. The author has an easy-to-read style of writing and it's not too theory laden. I especially liked the case studies given in the book - they really helped me understand some of the key concepts like adversarial negotiation versus non-adversarial.
I would recommend this book for all people involved in negotiating - not just people involved in conflict resolution. The ideas given in the book make sense for a procurement manager negotiating with suppliers or a sales person wanting to close a deal.
 

Contents

1 Whats a Conflict?
1
2 So What if Theres Conflict?
17
3 How to Resolve Any Conflict
38
4 How to Resolve a Conflict Between Others
54
5 How to Resolve a Conflict Between Yourself and Another
76
6 How to Resolve Team Conflict
91
7 How to Mediate All the Time to Prevent Conflicts
112
8 Strategic Management of Organizational Conflict
137
Index
165
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Page 90 - Out beyond ideas of wrongdoing and rightdoing, there is a field. I'll meet you there.
Page 32 - ... availability if disaster strikes. CRIMINAL ACTIVITY ISSUES A critical safety issue is protection from criminal acts. Crime has recently become the number one problem for many Americans, and certainly for many property managers. In fact, homicide has become the second leading cause of death across the nation. Homicide is the leading cause of death for women in the workplace. MANAGERS MAYBE LIABLE FOR CRIMINAL ACTS! Property owners and managers are increasingly being held accountable for third...
Page 24 - And covert sabotage of work processes often occurs when employees feel angry toward their employer. Much of the cost incurred by this factor is hidden from management's view, often excused as "accidental" or "inadvertent
Page 45 - There are three kinds of lies: Lies, Damn lies, and Statistics.
Page 25 - A Time Bomb A former computer network administrator was found guilty in May 2000 of intentionally causing irreparable damage to his company's computer system. He created a "time bomb" program that permanently deleted all the high-tech manufacturing company's sophisticated manufacturing programs.
Page 32 - Workplace violence is the most important security threat to America's largest corporations, according to Fortune 1000 security executives surveyed by Pinkerton's Inc., as reported in its 6th annual survey, "Top Security Threats Facing Corporate America,
Page 25 - time bomb" program that permanendy deleted all of the high tech manufacturing's sophisticated manufacturing programs. The damage, lost contracts and lost productivity totaled more than $10 million. Why did he do it? He got demoted after working for the company for about 10 years. He soon began developing the bomb, which he set off two weeks after he was terminated the following year.
Page 9 - A dialogue tool for use by managers, supervisors, team leaders, and others that involves a simple form of third-party mediation to resolve conflict between two employees for whose performance distracted by their public clashes, but the coworkers don't have a stake (an interest) in how it is resolved.
Page 56 - A recent study reported that 42% of a manager's time is spent on reaching agreement with others when conflicts occur.

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About the author (2001)

Daniel Dana Ph.D. (Overland Park, KS), is the founder of Mediation Training Institute International and an invited lecturer at universities and institutions worldwide. He is the author of Managing Differences.

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