A practical workplace guide to handling conflict effectively
Managing employees and encouraging them to work together toward a common goal is an essential skill that all leaders should possess. Conflict Resolution at Work For Dummies provides the tools and advice you need to restore peace, train your colleagues to get along better with others, prevent conflicts from ever starting, and maintain better productivity while boosting morale.
One of the only trade publications that takes the manager's perspective on how to address conflicts, resolve disputes, and restore peace and productivity to the workplace
Examines more positive means for resolving conflicts (other than arguing, surrendering, running away, filing a lawsuit, etc.)
Helps managers and employees sort through problems and make the workplace a more rewarding place
No manager should be without Conflict Resolution at Work For Dummies!
Conflict Resolution at Work For Dummies
Description
Table of Contents
Introduction 1
Part I: Understanding Conflict in the Workplace 7
Chapter 1: An Overview of Conflict Resolution at Work 9
Chapter 2: Understanding What People Bring to Conflict 21
Chapter 3: Determining How Groups Contribute to Conflict 41
Chapter 4: Practicing Self-Awareness: Understanding How Managers Foster Conflict 59
Chapter 5: Knowing When to Address Conflict 77
Part II: Resolving a Conflict between Two or More of Your Employees 91
Chapter 6: Developing a Plan and Preparing for a Meeting 93
Chapter 7: Starting a Mediation Meeting and Creating a Working Agenda 105
Chapter 8: Negotiating Possible Solutions to a Conflict 123
Chapter 9: Offering Proposals and Crafting Agreements 143
Chapter 10: Adapting a Confl ict Meeting for the Entire Team 161
Chapter 11: Monitoring Agreements and Progress 179
Part III: Using Additional Resources to Resolve the Conflict 195
Chapter 12: Keeping a Team Focused During a Conflict 197
Chapter 13: Determining How Your Company Can Help 209
Chapter 14: Getting Outside Experts to Facilitate Resolutions 223
Part IV: Smoothly Handling Conflict When You're One of the People Involved 239
Chapter 15: Identifying What Both Sides Want 241
Chapter 16: Asking for a Meeting to Talk about the Conflict 255
Chapter 17: Sitting Down to Talk Through the Issues 267
Chapter 18: Tailoring Your Approach to the Organizational Chart 287
Part V: The Part of Tens 303
Chapter 19: Ten Things You Can Control When You're in an Unresolved Conflict 305
Chapter 20: Ten Reasons Managers Give for Not Addressing Conflict 311
Chapter 21: Ten Pearls of Wisdom from Professional Mediators 315
Index 319
Author Description
Vivian Scott is a Certified Mediator in private practice and a retired Microsoft marketing manager. She is a member of the Washington Mediation Association and volunteers as a mediator at the Dispute Resolution Center of Snohomish & Island Counties.