Conflict in business and personal relationships is inevitable--much of the success of companies depends on how well they respond to it. Developing rapport, collaboration and cooperation hinges on positive conflict management strategies that stimulate innovation and growth where companies can look for solutions to common issues and needs. Conflict management can address dysfunctional outcomes that result in job stress, less effective communication and a climate of distrust, where working relationships are damaged and job performance reduced. Organizations must minimize and resolve internal and…mehr
Conflict in business and personal relationships is inevitable--much of the success of companies depends on how well they respond to it. Developing rapport, collaboration and cooperation hinges on positive conflict management strategies that stimulate innovation and growth where companies can look for solutions to common issues and needs. Conflict management can address dysfunctional outcomes that result in job stress, less effective communication and a climate of distrust, where working relationships are damaged and job performance reduced. Organizations must minimize and resolve internal and external conflicts to remain vibrant and profitable. Drawing on examples from a wide range of corporate experiences, this volume provides role-playing scenarios, checklists, tables and research studies to help employees, managers and owners better comprehend the dynamics of conflict in every interaction.
Sam Blank is a member of the faculty of the American Management Association, teaching primarily in the areas of mediation, crisis management, conflict resolution, leadership skill development, and organizational behavior. He is certified as an Alternative Dispute Resolution specialist by the International Center for Cooperation and Conflict Resolution and the State of New York, and as violence prevention SAVE provider by the New York State Education Department. He lives in New York City.
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Table of Contents Acknowledgments Preface Introduction 1. Aspects and Causes of Conflict in an Organization Interests, Identities and Attitudes Organizational Learning Characteristics of a Learning Organization Learning Ground Rules Problem-Based Learning Team Learning Organizational Conflict Work Group Role Expectations Organizational Personality Dimensions Organizational Development Organizational Behavior Interpersonal and Intrapersonal Conflict Aspects of Trust in Conflict Cultural Differences and Conflict Gender Influences Ambient Cultural Disharmony Cross-Cultural Leadership 2. Conflict: Unavoidable Aspect of Organizational Life Major Trends Conflict Areas Anticipating Conflict People Issues Employee Assessments and Social Exchange Theory Sources of Conflict Working Behaviors Language and Styles of Conflict The Cost of Organizational Conflict Hidden Costs Gearing Up for Training and Development Leading Change Redefining Leadership Resistance to Change Employee Resistance Is Challenging 3. Transformational Organizations Why Organizations Fail Transformational Leadership and Organizations Leadership and Manager Differences Exemplary Leadership Differences Among Workers, Managers and Leaders Organizational Measurement Workplace Communication Workplace Channels and Networks Power and Influence Personal Attributes as Leverage Types of Leverage Sharing Power in Organizations Power and Politics Managing Change and Stress Implementing Dynamic Change Using the Johari Window at the Workplace 4. Ethical, Moral and Human Issues in Organizational Conflict Guidelines, Principles, Codes Ethical Leadership Values Conflict Intellectual Capital Conflict Management Styles Individual Profile Styles Motivations Managing Differences Group Thinking Generational Differences A New Mindset Reaction to Crises and Catastrophes Workplace Violence Crisis Prevention and Management Crisis Management Team Organization's Crisis Plan 5. Workplace Collaborations Advantages of Collaboration Group Purpose Types of Collaborative Groups Successful Groups Collaborating and Not Competing Functional and Dysfunctional Team Collaborations Poor Collaboration Positive Collaborative Efforts Collaborating to Get More Collaboration and Achievement Virtual Teams Six Thinking Hats 6. Conflict Resolution Approaches Strategies, Purposes, Practices The Flowchart of Conflict Conflict Resolution Techniques Negotiation Receive and Then Deliver Three Basic Negotiation Strategies Competitive and Cooperative Negotiation A True Negotiation Situation? Team Negotiation Framing in Negotiation Questioning in Negotiation Listening in Negotiation Listening and Seeking to Understand Content and Feelings Nonverbal Listening Negotiation and Ethics Smart Negotiators Negotiation Obstacles and Deal Killers What About Mediation? Third-Party Assistance/Arbitration Types of Arbitration Used by Organizations 7. Confrontational Innovation and Design Common Design Thinking Tenets Engagement and Confrontation Types of Dissent Difficult Conversations Competencies to Handle Confrontation Unmanageable Levels of Confrontation Turbulent Times in a Company Dismissal and Termination Preparation for Taking Action Management of Opportunities Assertive Confrontation 8. Conflict Management Approaching Employee Conflict Openness of the Manager Management Productivity Conflict Manager Focus Two Messages Manager's Toolbox Playing Fair Taking Charge Managers and Critical Thinking Managers as Change Agents Influencing the Future Dynamic Network Theory Imperatives for Effective Managers Case Studies Case Study 1-Noisy Neighbors Case Study 2-Apple Bashing Case Study 3-We Deliver Case Study 4-Working in HR Case Study 5-The Team Project Case Study 6-New Boss, New Rules Case Study 7-You're Under Arrest Case Study 8-The Melt-Hops and Wine Stop-Taki-Slow Case Study 9-Hawaii Beachwear Project Case Study 10-Oh, What a Feeling References Index
Table of Contents Acknowledgments Preface Introduction 1. Aspects and Causes of Conflict in an Organization Interests, Identities and Attitudes Organizational Learning Characteristics of a Learning Organization Learning Ground Rules Problem-Based Learning Team Learning Organizational Conflict Work Group Role Expectations Organizational Personality Dimensions Organizational Development Organizational Behavior Interpersonal and Intrapersonal Conflict Aspects of Trust in Conflict Cultural Differences and Conflict Gender Influences Ambient Cultural Disharmony Cross-Cultural Leadership 2. Conflict: Unavoidable Aspect of Organizational Life Major Trends Conflict Areas Anticipating Conflict People Issues Employee Assessments and Social Exchange Theory Sources of Conflict Working Behaviors Language and Styles of Conflict The Cost of Organizational Conflict Hidden Costs Gearing Up for Training and Development Leading Change Redefining Leadership Resistance to Change Employee Resistance Is Challenging 3. Transformational Organizations Why Organizations Fail Transformational Leadership and Organizations Leadership and Manager Differences Exemplary Leadership Differences Among Workers, Managers and Leaders Organizational Measurement Workplace Communication Workplace Channels and Networks Power and Influence Personal Attributes as Leverage Types of Leverage Sharing Power in Organizations Power and Politics Managing Change and Stress Implementing Dynamic Change Using the Johari Window at the Workplace 4. Ethical, Moral and Human Issues in Organizational Conflict Guidelines, Principles, Codes Ethical Leadership Values Conflict Intellectual Capital Conflict Management Styles Individual Profile Styles Motivations Managing Differences Group Thinking Generational Differences A New Mindset Reaction to Crises and Catastrophes Workplace Violence Crisis Prevention and Management Crisis Management Team Organization's Crisis Plan 5. Workplace Collaborations Advantages of Collaboration Group Purpose Types of Collaborative Groups Successful Groups Collaborating and Not Competing Functional and Dysfunctional Team Collaborations Poor Collaboration Positive Collaborative Efforts Collaborating to Get More Collaboration and Achievement Virtual Teams Six Thinking Hats 6. Conflict Resolution Approaches Strategies, Purposes, Practices The Flowchart of Conflict Conflict Resolution Techniques Negotiation Receive and Then Deliver Three Basic Negotiation Strategies Competitive and Cooperative Negotiation A True Negotiation Situation? Team Negotiation Framing in Negotiation Questioning in Negotiation Listening in Negotiation Listening and Seeking to Understand Content and Feelings Nonverbal Listening Negotiation and Ethics Smart Negotiators Negotiation Obstacles and Deal Killers What About Mediation? Third-Party Assistance/Arbitration Types of Arbitration Used by Organizations 7. Confrontational Innovation and Design Common Design Thinking Tenets Engagement and Confrontation Types of Dissent Difficult Conversations Competencies to Handle Confrontation Unmanageable Levels of Confrontation Turbulent Times in a Company Dismissal and Termination Preparation for Taking Action Management of Opportunities Assertive Confrontation 8. Conflict Management Approaching Employee Conflict Openness of the Manager Management Productivity Conflict Manager Focus Two Messages Manager's Toolbox Playing Fair Taking Charge Managers and Critical Thinking Managers as Change Agents Influencing the Future Dynamic Network Theory Imperatives for Effective Managers Case Studies Case Study 1-Noisy Neighbors Case Study 2-Apple Bashing Case Study 3-We Deliver Case Study 4-Working in HR Case Study 5-The Team Project Case Study 6-New Boss, New Rules Case Study 7-You're Under Arrest Case Study 8-The Melt-Hops and Wine Stop-Taki-Slow Case Study 9-Hawaii Beachwear Project Case Study 10-Oh, What a Feeling References Index
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