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Scott Vivian. Workplace Conflict Resolution Essentials For Dummies
Introduction
Chapter 1. Conflict Resolution at Work
Considering Common Contributors to Conflict
Mediating like a Pro
Tapping into Conflict Resolution Expertise
Chapter 2. Understanding What People Bring to Conflict
Rediscovering Communication
Figuring Out Why People Think the Way They Do
Considering the Importance of Emotions
Responding to Conflict
Chapter 3. Determining How Groups Contribute to Conflict
Observing Your Organisation’s Culture
Recognising Team Dynamics
Groups Behaving Badly
Chapter 4. Practising Self-Awareness: Understanding How You Foster Conflict
Micromanaging
Stirring the Pot
Not Taking the Time to Gain Understanding
Talking about the Work Ineffectively
Creating Ill-Defined Expectations and Responsibilities
Hiring the Right Person for the Wrong Job
Living in Fix-It Mode
Denying Shortfalls
Chapter 5. Knowing When to Address Conflict
Assessing the Cost and Severity of the Conflict
Approaching Employees and Gathering Information
Evaluating the Details of the Conflict
Empowering Employees to Handle the Issue Themselves
Watching Their Progress
Chapter 6. Developing a Plan and Preparing for a Meeting
Preparing the Parties for a Conversation
Setting Up the Meeting
Preparing Yourself
Chapter 7. Starting a Mediation Meeting and Creating a Working Agenda
Facilitating Effectively
Reviewing the Ground Rules for the Discussion
Giving the Participants a Chance to Present Their Perspectives
Summarising and Reflecting Back What You Hear
Creating an Agenda
Chapter 8. Negotiating Possible Solutions to a Conflict
Encouraging Communication
Focusing on Values Rather Than Issues
Fostering Brainstorming
Asking Great Questions
Working through Resistance
Meeting Privately with Each Individual
Chapter 9. Offering Proposals and Crafting Agreements
Continuing Negotiations
Developing Solutions during the Open Session
Concluding the Meeting Optimistically
Chapter 10. Adapting a Conflict Meeting for the Entire Team
Acting as Facilitator
Gathering Information from the Group
Assessing the Intensity of a Conflict
Formulating a Meeting Plan
Kicking Off the Group Meeting
Devising a Plan for Follow-Up
Chapter 11. Determining How Your Company Can Help
Working with Human Resources
Proactively Designing a Conflict Resolution Plan
Chapter 12. Ten Pearls of Wisdom from Professional Mediators
Value the Process as Much as the Outcome
Accept That Her Truth Is Her Reality
Rapport Matters
Be Present and Available
Find Common Ground for More Success
Be Aware That This Isn’t the Participant’s Best Moment
Silence Is Golden
Be Curious
Fear Rules the World
Look to the Future
About the Author
Author’s Acknowledgements
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Отрывок из книги
Every day in offices, retail stores, factories and any number of other workplaces, people are having conflicts with co-workers. It’s normal, natural and nothing to fear. When handled properly, conflict can actually create positive changes and new opportunities in your organisation. Successfully making the shift in your perspective from seeing only the negative in disagreements to seeing the prospect for positive change is the first step to resolving difficulties.
To find positive outcomes in what on the surface looks like a negative situation, you have to become skilled at calming the infernos by helping employees through discussions that prove to them that they can solve their own issues. Become a coach for your team and colleagues – someone they can trust to bring the real and right issues to the table for effective problem solving.
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Something you’re either doing or not doing may be causing friction on your team, and you may not even know what it is. Most people in conflict tend to spend more time thinking about what the other person is doing than looking at their own behaviour and attitudes toward the difficulty.
Chapter 4 outlines some of the common missteps that colleagues, and especially managers, make in their attempts to handle problems at work. I discuss ways you may be unwittingly pitting team members against each other, address the dreaded micromanaging accusation, and explain how underrepresenting your team to the higher-ups may unite them in a way that puts you at the centre of a storm.
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