Making conflict work [electronic resource] : harnessing the power of disagreement / Peter T. Coleman and Robert Ferguson.
Coleman, Peter T., 1959- author.; Ferguson, Robert, 1955- author.
2014
HD42 .C654 2014eb
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Title Making conflict work [electronic resource] : harnessing the power of disagreement / Peter T. Coleman and Robert Ferguson.
Author Coleman, Peter T., 1959- author.
ISBN 9780544149144 electronic book
9780544148390
Published New York, New York : Houghton Mifflin Harcourt Publishing, 2014.
Copyright ©2014
Language English
Description 1 online resource (xxi, 278 pages)
Call Number HD42 .C654 2014eb
Dewey Decimal Classification 658.4/053
Summary "A practical guide to navigating workplace conflicts by better understanding the power dynamics at play in every interaction Conflicts at work are as inevitable as they are frustrating. In Making Conflict Work, Peter Coleman and Robert Ferguson's leading experts in the field of conflict resolution address the key role of power in workplace tension. Whether you're butting heads with your boss or addressing a direct report's complaint, your relative position of power affects how you approach conflict. Coleman and Ferguson explain how power dynamics function, with step-by-step guidance to determining your standing in a conflict and identifying and applying the strategies that will lead to the best resolution. Drawing on the authors' years of research and consulting experience, the book gives readers effective strategies for negotiating disputes at all levels of an organization. Making Conflict Work includes self-assessment exercises and action plans to guide managers, mediators, consultants, and attorneys through any conflict. This powerful approach can turn workplace tensions into catalysts for creativity, innovation, and meaningful change"-- Provided by publisher.
Access Note Access limited to authorized users.
Source of Description Description based on print version record.
Added Author Ferguson, Robert, 1955- author.
Available in Other Form Making conflict work : harnessing the power of disagreement.
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The nature of conflict and power
Power-conflict traps
Conflict intelligence
Pragmatic benevolence
Cultivated support
Constructive dominance
Strategic appeasement
Selective autonomy
Effective adaptivity
Principled rebellion
Conclusion.

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