In this full-color, elegantly designed book, Dana Caspersen sheds light on twenty fundamental decisions everyone makes when tackling any conflict. More than just tips and tricks, the book offers powerful, transformative tools for mindfully navigating complex situations and moving toward constructive change in everyday and professional lives.
In this full-color, elegantly designed book, Dana Caspersen sheds light on twenty fundamental decisions everyone makes when tackling any conflict. More than just tips and tricks, the book offers powerful, transformative tools for mindfully navigating complex situations and moving toward constructive change in everyday and professional lives.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Dana Caspersen is a conflict engagement specialist, public speaker, award-winning performing artist, and bestselling author of Changing the Conversation: The 17 Principles of Conflict Resolution which has been translated into eight languages and is used internationally as a training tool by organizations, schools, and individuals. Dana leads courses, workshops, and public events on constructive conflict engagement and is a leading collaborator of the internationally acclaimed choreographer William Forsythe. She lives in Vermont. danacaspersen.com
Inhaltsangabe
Table of Contents Introduction 1. What Am I Doing? What am I paying attention to? Which decisions are mine to make? What is my request? Am I responding or reacting? Am I listening, even when I disagree? Which mindset am I practicing? 2. What Are We Doing? What is this conflict about? Who is involved? Who is impacted? What will help me bring up difficult topics productively? What is the question that we are trying to answer? Are punishment and reward being used as control strategies? Are we looking for productive ways forward, even when it's difficult? What is already working well? How can we build on that? 3. What Are the Systems Doing? Which rules of behavior are being (consciously or unconsciously) followed? Which organizational and decision-making processes are being (consciously or habitually) used? Is the origin of this conflict interpersonal or structural or both? On which level is action being taken? Is belonging being used to create polarization? Is (subtle or overt) violence causing avoidable harm in this situation? Which sources of power are available in this conflict? Which are being used and endorsed? What constructive change is this conflict proposing? Resources Power Sources Notes References The Decisions Index
Table of Contents Introduction 1. What Am I Doing? What am I paying attention to? Which decisions are mine to make? What is my request? Am I responding or reacting? Am I listening, even when I disagree? Which mindset am I practicing? 2. What Are We Doing? What is this conflict about? Who is involved? Who is impacted? What will help me bring up difficult topics productively? What is the question that we are trying to answer? Are punishment and reward being used as control strategies? Are we looking for productive ways forward, even when it's difficult? What is already working well? How can we build on that? 3. What Are the Systems Doing? Which rules of behavior are being (consciously or unconsciously) followed? Which organizational and decision-making processes are being (consciously or habitually) used? Is the origin of this conflict interpersonal or structural or both? On which level is action being taken? Is belonging being used to create polarization? Is (subtle or overt) violence causing avoidable harm in this situation? Which sources of power are available in this conflict? Which are being used and endorsed? What constructive change is this conflict proposing? Resources Power Sources Notes References The Decisions Index
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