Robert Ferguson,Peter Coleman

Making Conflict Work

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';An excellent workbook-like guide' to the nuts and bolts of professional conflict and the strategies you need to make conflict work for you (Booklist, starred review). Every workplace is a minefield of conflict, and all office tension is shaped by power. Making Conflict Work teaches you to identify the nature of a conflict, determine your power position relative to anyone opposing you, and use the best strategy for achieving your goals. These strategies are equally effective for executives, managers and their direct reports, consultants, and attorneysanyone who has ever had a disagreement with someone in their organization. Packed with helpful self-assessment exercises and action plans, this book gives you the tools you need to achieve greater satisfaction and success. ';A genuine winner.' Robert B. Cialdini, author of Influence ';This book is a necessity… Read it.' Leymah Gbowee, 2011 Nobel Peace Prize laureate and Liberian peace activist ';Innovative and practical.' Lawrence Susskind, Program on Negotiation cofounder ';Navigating conflict effectively is an essential component of leadership. Making Conflict Work illustrates when to compromise and when to continue driving forward.' Hon. David N. Dinkins, 106th mayor of the City of New York ';An excellent workbook-like guide.' Booklist, starred review
This book is currently unavailable
337 printed pages
Publication year
2014
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Impressions

  • Chiefshared an impression4 years ago
    👍Worth reading
    🔮Hidden Depths
    💡Learnt A Lot
    🚀Unputdownable

    A must read to master the art and methodology to deal with conflicts in work and in life in general

    It heavily helps you to know better yourself and make a good use of your strength characters in the difficult situations, also is the bet guide to enhance your weaknesses for better accomplishments in work and life

Quotes

  • Chiefhas quoted4 years ago
    that it is appropriate in type and magnitude to the situation are key factors for wielding effective power.16 They will also directly impact the very foundations for conflict at work, your emotional r
  • Chiefhas quoted4 years ago
    mploy these distinctions to elaborate more thoroughly on the seven strategies for addressing power and conflict at work.

    For now, the bottom line with power in conflict at work is simple: whenever possible, we want to maximize our use of effective power when in conflict. What do we mean by effective power? Simply the ability to make the things we want to happen, happen.

    Having all the resources in the world and a sophisticated knowledge of influence strategies and control over defining the playing field does not necessarily translate to effective power. History is replete with powerful groups and individuals who hoarded, abused, or squandered their power to no meaningful effect. Exercising good judgment and e
  • Chiefhas quoted4 years ago
    t this point, you should have a working understanding of the pieces of our puzzle: the two types of conflict (constructive and destructive), the three levers for conflict management (intensity, structure, and transparency), the four approaches to power (power over, power with, power apart from, and power under), and the two sources (hard and soft) and levels of power (primary and secondary). Together, they provide us with a set of options that readies us for the constructive management of most work conflicts. In the chapters that follow, we w
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