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Negotiating a Relationship
Confronting a Deeply Felt Conflict
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agenda analyzed basic issues behavior Bill—Lloyd Bill's Chapter chief engineer conflict interchange conflict management confrontation meeting consultant's coping cyclical model Dave asked Dave's de-escalation decision Diagnosing dialogue differences differentiation director discussion effect episode escalation example experience expressed factors feelings felt Fred and Charles Fred—Charles identified illustrated important included increase Indianapolis influence initiative integration interaction interpersonal conflict interpersonal confrontation interpersonal relationships involved Mack and Sy Mack—Sy Mack's mutual norms operating organization participants party's pattern perceived perceptions person personnel manager positive potential present price of milk principals productive professional reactions reassurance relationship relevant reported resolution resolve response risks sensitivity training session situational power sociotherapy staff meeting staff members strategies style subordinates substantive issues Sy and Mack Sy's synchronization T-group tactics tendency tension third party third-party consultant third-party functions third-party interventions third-party roles trust trying understanding union president views wanted X-Mill project