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