Making Conflict Work
Harnessing the Power of Disagreement
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- USD 19.99
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- USD 19.99
Descripción editorial
"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 attorneys—anyone 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
PUBLISHERS WEEKLY
Coleman, professor of psychology and education at Columbia University's Teachers College, and Ferguson, a psychologist and executive coach, examine the challenges and opportunities inherent in conflicts with authority figures and subordinates, and provide a practical guide to redirecting energies from conflict toward the achievement of goals. Grounded in more than 15 years of research, Coleman and Ferguson's findings offer insight into the strategies and skills necessary for managing work disputes and show how to make conflict work for you instead of against you. They identify power-conflict traps and study the role of dominance, the "most common conflict-management strategy employed by power holders can backfire" on the one in charge and demoralize the dominated. They also discuss problem-solving techniques such as pragmatic benevolence, strategic appeasement, selective autonomy, and principled rebellion. The authors include helpful self-development checklists and self- and organizational assessments throughout. Full of valuable advice, this book will help readers develop better strategies for workplace disagreements.
