mixed material bibliography Palo Alto Davies-Black 2002

xviii, 276 p. : epilogue, notes, resources, index Most organizations try to avoid conflict at all costs. Unfortunately, conflict swept under the rug usually just reappears later, often causing even more trouble. Not all conflict is negative, however. Honest differences of opinion on substantive business issues can set the stage for a larger, more comprehensive solution than originally imagined. According to mediation experts Kirk Blackard and James Gibson, dealing with counterproductive conflict in an organized, holistic, and systemic manner can lead to stronger and more resilient organizations. The responsibility for creating such a culture rests squarely on the shoulders of management. The authors draw from diverse business, legal, and academic backgrounds, sharing proven strategies and best practices for resolving conflicts--big or small, business-related or personal. Much workplace conflict stems unwittingly from management policies and attitudes. The authors address specific leadership actions necessary to correct these problems and enliven the discussion with clear examples. From identifying root causes to taking appropriate steps to help the parties resolve difficulties, successful resolution results in growth and learning organizationwide. TABLE OF CONTENTS Preface Acknowledgments About the Authors Part. 1 Background Ch. 1 Perspectives Ch. 2 Management’s Role Part. 2 Minimizing Conflict Ch. 3 Maintaining a Trusting Environment Ch. 4 Avoiding Policy-Driven Conflict Ch. 5 Managing Change Effectively Ch. 6 Hiring and Maintaining the Right Workforce Ch. 7 Fostering Appropriate Supervisor Behavior Part. 3 Dealing with Conflict Ch. 8 Surfacing Conflict Ch. 9 Engaging Conflict Ch. 10 Resolving Disagreements Ch. 11 Resolving Disputes Ch. 12 Learning from Conflict Epilogue Notes Resources Index LQA 44 0891061649 Perpustakaan - Sekolah Tinggi Manajemen PPM Pusat Informasi Manajemen LQA 44 Bla 27403 2004-04-22 00:00:00 2010-08-02 00:00:00 machine generated