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Managing Cultural Differences
WHY IT WORKS
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4-Step Method aggression agree agreement anger angry argument attitudes audience effect Ayatolla Bad-Person Illusion behaviorally specific believe Blips boss both-gain solution Breakthrough Cardinal Rules catharsis Chapter Clashes co-workers cognitive dissonance communication compromise concern conciliation phases conciliatory gestures Conflict Ambivalence Grid cooperation cultural Daniel Dana Deal decision desire for peace Dialogue dominance hierarchy dominant-culture effectively emotional issues employees Erin Erin's Essential Process face-to-face feel fight Figure flict forces toward harmony Hispanic human inhibitory reflex interaction interpersonal conflict interpersonal differences Interpersonal relationships managing differences mediator meeting mental events mental map natural weapons needs negotiation Non-communication occur one's options organizational Other's outcome participants perceptions position Power-play present problem productive pseudo-substantive issues psychological recognize require resolution resolved retaliatory cycle Rules of engagement satisfy selective perception self-concept self-interests skills social solving spearcatcher Step substantive issues Susan talk tension tion tool trust values workplace relationships Wrong Reflexes