Book Description
Successful management depends on the ability to quickly and effectively manage conflicts. Conflict Resolution includes hands-on information for effectively communicating with employees, disciplining and even terminating employees, understanding and using organizational politics, and more.
Download Description
Successful management depends on the ability to quickly and effectively manage conflicts. Conflict Resolution includes hands-on information for effectively communicating with employees, disciplining and even terminating employees, understanding and using organizational politics, and more.
Customer Reviews:
A Must Read for Managing Workplace Conflict.......2007-06-15
Daniel Dana, aka the "conflict doctor", is an established authority on workplace conflict management and resolution. In this book, he helps readers to understand the nature and cost of conflict within the workplace and offers a toolkit for managing and resolving such conflicts by advancing a concept for employees and managers to acquire skills for resolving conflicts between oneself and another and as a third part between others.
A unique feature of the publication is the author's introduction of a tool for calculating the monetary cost of conflict within any organization that should get the attention of those responsible for monitoring the corporate bottom line. It uses practical cases to illustrate important concepts and offers alternatives to the universal and innate human 'fight or flight' response to conflict, while sharing insights on why it is important to understand the structure of conflict in order to know how to resolve it successfully.
As a certified trainer of Managing Workplace Conflict and subject matter expert with Mediation Training Institute (MTI), an international organization founded by the author, I have found this publication and a companion volume by the same author, "Managing Differences" to be an invaluable training resource for understanding the nature, cost, management and resolution of workplace conflict.
This insightful, comprehensive and well written self-help volume is a must read for employees and managers in any organizational setting and a priceless resource for the student of conflict management and workplace dispute resolution.
Great resource.......2007-05-09
I've trained through MTI with Daniel Dana and his approach to conflict is easy to understand and implement within personal and professsional organizations. This book offers practical principles in an easy to read format.
Looking for the basics in CR, this is your book!!!.......2005-08-02
This is a great intro to the skills of a mediator, or just a human being in this day and age. Daniel Dana is a leading teacher in this area. Anyone who is looking to attain this skill will be greatly served by reading this book.
Handy book for resolving conflicts........2001-12-12
This book gives the main points in simple language that anyone can understand. Further all the points and key terms a mediator needs to remember are hightlighted and enclosed in boxes on the relevant pages.
All points are explained with examples and simple cases.
I recommend this book for all who prepare for examination. This is a good book for quick reference.
Usable information.......2001-05-22
I found this book to be of tremendous value. Conflict Resolution is an easy to read resource that is full of practical information that can be applied immediately on the job. It is not only a must-have for managers and supervisors, but also an essential resource for anyone who would like to have more effective relationships and live a conflict free life. Daniel Dana writes with a friendly and often humorus style and it is clear that he has a vast knowledge of this topic. He has a great ability to take a complex subject and make it simple and easy to use with specific "how-to" steps, and that really makes this book valuable to me. I have now successfully used the resolution approaches outlined in this book both in my profession as a consultant and trainer, and in a family conflict situation that was causing a lot of pain. Additionally, the ideas in this book have worked for me in both one-on-one conflicts and group conflicts. The bottom line - this works.
Customer Reviews:
A practical discussion of how leaders should decide.......2006-10-13
The two greatest strengths of Michael A. Roberto's book are its honesty and clarity. He admits that most people are uncomfortable with conflict and that many well-intentioned leaders shut down dissent. He's also honest about how likely it is that things will go wrong along the way, at least temporarily. Fortunately, he's also very clear about steps you can take to guide conflict in a productive direction, and why this matters. Roberto analyzes several well-known examples of bad decision making and shows how the absence of dissent or institutional mechanisms that insulated decision makers from essential - though not necessarily positive - information created serious problems. The list is long and chilling: President John F. Kennedy and the Bay of Pigs, President Lyndon B. Johnson and Vietnam, NASA and the Columbia shuttle explosion. His discussions will give you a powerful desire to review your organization's decision-making processes and, more generally, its culture. As Roberto himself readily admits, his techniques are not cure-alls, nor easy, but they will lead to improvements. We recommend this book to managers with decision-making responsibilities and to anyone who is committed to improving organizational functioning.
Yes-People Do No Good.......2006-06-08
Michael Roberto provides a book that can help not only managers, but employees at all levels. Yes-men and Yes-women not only promote (self-promote), and perpetuate their self-interests and its negative effects by what they say, but also by what they *don't* say. This is often as much as or more detrimental. Most of of us have witnessed this no matter where we work, no matter how big or small our organization is.
The 1986 NASA Space Shuttle disaster noted in this book was a prime example. Several investigations and studies examined the thought and decision-making process that caused this debacle. What led to this unnecessary and horrific tragedy? The decision-making process (along with its machismo). This calamity was one-hundred percent avoidable. Launching the Challenger in the first place is considered a criminal act by many.
Roberto uses variety in this exploration and in-depth study of the decision-making process. Appropriate coverage of MLB General Managers is also examined. Sport GMs have to make difficult decisions based upon current market value and and the collective needs, yet also assess what the potential in the near, mid, and long-term future will be. Other critical
examples cited are decision made by politicians. These individuals make decisions that affect the lives and death, of up to hundreds of thousands and perhaps millions, of people. Author Roberto's classic example was LBJ, and how he stifled and belittled those who dissented and raised questions to his disastrous and failed policies in South East Asia in the 1960s.
There are four parts in this book with nine chapters.
Assumptions:
We all make them. No matter who we are, or what situation we're in, we make assumptions. There is an old saying: "assumptions are the mother of all f-ups." Our assumptions need to be tested and checked by others. In today's world - organizations - make many of the major decisions: collective decision making. Providing the proper quality of environment (local to larger corporate culture and management style) that leads to *how* these decisions are made is the focus.
Roberto lists the five myths of decision-making, which are followed up by the "truths" about how decisions are made. Appropriate dissent and debate is needed and critical in today's rapidly changing environment. People who will ultimately make the decision need to ask themselves: "how honest are folks being with me?" Especially when debating, negotiating, and attempting to build a consensus for making the best decision and executing it.
This is one of the many reasons this book can help employees,
team-leaders, project managers, lower, mid, and upper level managers. Those who participate, question, and seek the best solutions get kicked upstairs. Yes-men don't get kicked upstairs, and for good reason.
Those with control should leave their egos at home and focus not necessarily on the "what" but the "how." This books will be helpful and provide results if one wants it to.
Unless the correct answer really is "Yes"...........2006-06-07
Years ago, George Reedy wrote a book, The Imperial Presidency, about his association with President Lyndon Johnson. As I read that book, I was reminded of Hans Christian Anderson's "The Emperor's New Clothes." Recently, as I read Michael Roberto's book, I was again reminded of Anderson's tale as well as Reedy's book. Emperors, presidents, CEOs, etc. who discourage, indeed punish dissent deny themselves access to information, perspectives, opinions, and suggestions which they may need when making difficult decisions. As a result, they as well as those for whom they are responsible are vulnerable to the consequences of bad decisions which can include making no decision whatsoever.
I forget the source but I once learned of a group discussion during which a CEO turned to one of his executives and observed, "You agree completely with me. One of us is useless." (Sounds like Jack Welch.) According to Roberto, the most effective leaders are those who "cultivate constructive conflict so as to enhance the level of critical and divergent thinking, while simultaneously building consensus so as to facilitate the timely and efficient implementation of the choices that they make." Roberto goes on to assert that "effective leaders can and should spend time `deciding how to decide.' In short, creating high-quality decision-making processes necessitates a good deal of forethought."
Roberto carefully organizes his material within four Parts. In Chapters 1 and 2, he provides "a conceptual framework for thinking about how to diagnose, evaluate, and improve strategic decision-making processes. Then in Chapters 3-5, Roberto focuses on the task of managing conflict (e.g. factors that can inhibit candid dialogue and debate). Next, in Chapters 6-8, he concentrates on how managers can "create consensus within their organizations without compromising the level of divergent and creative thinking." In Part IV (Chapter 9), Roberto shares his thoughts about how this book's philosophy of leadership and decision-making differs from conventional views held by many managers. "Specifically, I distinguish between two different approaches to `taking charge' when confronted with a difficult decision." He devotes an entire chapter to differentiating between the two approaches.
Throughout Roberto's lively narrative, there is a strong recurring theme: "leaders must strive for a delicate balance of assertiveness and restraint." One challenge is to be able to do either effectively. Another, greater challenge is to know when each approach should be taken. In this context, Roberto has much of value to say about great leaders as great teachers: "They prepare to decide just as teachers prepare to teach. They have a plan, but they adapt as the decision-making process unfolds. Great leaders do not have all the answers, but they remain firmly in control of the process through which their organizations discover the best answers to the toughest problems."
One final observation of my own. It would be a serious mistake to assume that Roberto wrote this book primarily for senior-level executives. All organizations (regardless of size or nature) urgently need effective leadership in all areas and at all levels. They need people who can make the right decisions, notably when the given problems are especially serious. For these and other reasons, I highly recommend this book to individuals who must make informed and correct decisions about almost any business situation as well as to others who must collaborate on them.
As Roberto well realizes, there are specific reasons why Dante reserves the last (and worst) ring in hell for those who, in a moral crisis, preserve their neutrality. Some decisions require courage, others require judgment, still others must be made quickly and often with insufficient information. How and why are great leaders able to make such decisions, either alone or in consultation with others? In essence, that is what Roberto's book is really all about.
Those who share my high regard for this brilliant book are urged to check out Jason Jennings' THINK BIG, Act Small, Michael Hammer's The Agenda and Robert Mittelstaedt's Will Your Next Mistake Be Fatal?
"He doesn't want to hear that".......2006-02-04
Boy, if I had a buck for every time I heard that from someone sheltering the boss at the top from the truth, I'd be a lot wealthier than I am now. "Yes" is what flunkies always tell the boss. "No" is what they often need to hear. "No, this project isn't going to pan out." "No, we can't achieve that goal, no matter how much money we throw at it." "No, it isn't going well at all." Problem is, who is going to bell the cat, as the Aesop fable asks.
The book "Why Great Leaders Don't Take Yes for an Answer" discusses behavior of leaders who realize that getting to the truth is more important that getting what they want to hear. And there are plentiful examples from real life situations that show us the tragedies that unfold when this isn't the case (The Challenger disaster for one.)
HOW a question is framed can result in getting answers, not fluff or outright obfuscation. The author lists five good alternatives:
1. Instead of "Why"--"Help me to understand why you believe"
2. Instead of "Why not" "Why not pursue other options"
3. Instead of "What if" "What if we found this assumption to be false"
4. Instead of "What would you do" "What would you do if you were in my shoes"
5. Instead of "What makes that optimal" "You must have good reason for thinking it's an optimal solution. I'd like to hear them."
There's a lot more in this book, but this is a modestly-looking book that packs a huge punch. If you seen projects flame down millions of dollars while the bad news is squelched, if you were a top manager who found out too late that something was heading south when you were told time and again it was heading north, you should read this. Excellent book, and really essential to any manager's reading list.
Great Book.......2005-12-31
This is a great book. I highly recommend it to any CEO. It will make you stop and think how you interact with your staff and whether you are getting the answers you want to hear and need to make good decisions.
Book Description
No doubt about it: The newest diversity issue in the workplace is age diversity. Many organizations have finally figured out how to recruit young talent only to watch them drive down a collision course with seasoned employees over issues like work ethic, respect for authority, dress code and every work arrangement imaginable. And they're not sure what to do about it. The fact is, generational conflicts are not merely a matter of young versus old. They mirror critical business issues every organization faces as it transitions from the workplace of the past to that of the future. Managing the Generation Mix will help you place your multi-generational team on the course to collaboration.
Book Description
Walk through the tightly packed, hierarchically flattened corridors of America's businesses and what do you hear? Not the sounds of harmony. Instead, you'll probably hear the grumbles of irritation as people with wholly different ways of working, talking, and thinking have been tossed together side by side, cubicle by cubicle. It's the teeth-gritting sound of generations in collision.
Charlie, for example, is 61 and desperate for some clear, straightforward guidance from his 43-year-old boss Mary, who, in turn, is using her trademark heartfelt, buzzword-laden management style in an attempt to radically alter Charlie's work processes. Jane, meanwhile, the 29-year-old technical wizard of the team, sits sullenly in her cubicle, unimpressed with either of them, and they with her.
None of them understands the other. None of them knows how to communicate with the other. And it's causing headaches and havoc for managers trying to mold this hodgepodge of ages, faces, values, and views into a productive, collaborative group.
Now, with GENERATIONS AT WORK, there's clear, concrete help. Written by a team of distinguished cross-generational authors, this groundbreaking book supplies fresh, provocative insights and practical solutions for understanding differences, resolving conflicts, and managing effectively in today's age-diverse workplace. Both sweeping in scope and highly specific, the book gives you:
* Astute profiles of four distinct generations: Learn about the Veterans (b. 1922-1943), Baby Boomers (b. 1943-1960), Gen Xers (b.1960-1980), and the Nexters (b.1980-), including their demographics, the events that shaped their lives and times, predominant traits, work styles, and key messages to keep in mind when recruiting, developing, and motivating these members of your workforce. * Illuminating case studies in generational peace: Go behind the scenes of five major companies that treat generational mixing as an asset. * A powerful practice exercise: Solve the plight of Charlie Roth, a fictionalized manager facing a cross-generational crisis--then read how 7 outside experts tackled the problem. * Hardhitting answers to the 21 most frequently asked questions about managing in a multigenerational workplace--plus much more!
For anyone struggling to manage people who just don't see work (or life) the same way, GENERATIONS AT WORK helps you understand the gulf that separates the generations--and offers practical guidelines for building a harmonious workforce where people rally together for the organization, not against each other.
Download Description
Supplies fresh, provocative insights and practical solutions for understanding differences, resolving conflicts, and managing effectively in today's age-diverse workplace. Profiles four distinct generations and their prominent traits and work styles, and offers key messages to keep in mind when recruiting, developing, and motivating members of each generation. Includes real-life case studies of five companies working in intergenerational harmony.
Customer Reviews:
Owners Manual For Managing the Muti-generational Workplace.......2006-08-04
The Year 2006 represents a unique place in time in the history of our workplaces in the United States. We now have four different generations in the same workplace and that has presented many challenges to business owners and managers. This book could be called an "Owner's Manual" in the sense that it provides some practical advice on how to deal with this age-diverse workforce. If you are looking for some help to "muffle" the loud sounds of colliding generations, or to bring those loud sounds into harmony, then this is a book for you. The book is a must read for business owners and managers to help understand the differences in the workforce; how to resolve conflicts and how to fully utilitze the diversity of ages to achieve success in business.
Reviewed by: J. Glenn Ebersole, Jr., Founder & Chief Executive, J. G. EBERSOLE ASSOCIATES and THE RENAISSANCE GROUP (tm), Lancaster, PA. and Author of "Glenn's Guiding Lines - Thoughts From Your Strategic Thinking Coach" newsletter www.renaissanceman4u.com
For managers, with a grain of salt, please.......2006-03-04
Never before has there been such diversity in the workforce. This is particularly true of the range of ages that co-exist on the job. In Generations At Work, the authors identify the four generations, the particular problems you may encounter managing them, and potential solutions. As the employee pool matures, this is knowledge every manager of a cross-generational workforce will need. These categories are, of course, cut rather broad. This book is probably better used as an idea toolbox than gospel writ.
The Generations:
1. Veterans (1922-1943): The World War II generation's dedication to the values of civic pride, loyalty and respect for authority have become a continuing influence in the following generations.
· Veterans tend to be more directive in leadership roles.
· Veterans are used to working in teams under strong leadership.
· Veterans can be prone to the "we've never done it that way before" mentality.
· Veterans often find technology intimidating and confusing.
2. Boomers (1943-1960): This generation tends to be idealistic and driven.
· Find out how they want to be managed.
· Expect a reaction if things don't go well.
· Motivate them with lots of public recognition, and involvement in decision-making.
· When mentoring them be tactful, let them tell you how they're doing, and think of yourself as a friendly equal.
3. Xers (1960-1980): The Xers are deeply cynical about management and the driven attitudes of the Veterans and Boomers. It is, however, possible to motivate Xers.
· Make your work environment as flexible as possible.
· Provide them with up-to-date technology.
· Give them lots of simultaneous projects and let them prioritize.
· Give them constructive feedback on their job performance.
4. Nexters (1980-2000): The most studied generation in history, Nexters are likely to be more like the veterans than any other group. When recruiting Nexters, keep the following principles in mind:
· Forget gender roles.
· Focus on teams.
· Mind the gap: there is likely to be a large generational gap between the Xers and the Nexters.
· Grow your training department.
· Establish mentor programs.
Very good read.......2006-02-27
I liked this book since it gave me an insight into the different components of each generation and how to deal with them at work as well as in general. I manage early boomers to nexters and am a Gen Xer and this book will help a great deal with that challenging task.
Real Generations.......2005-08-23
I enjoyed this book, even though I orignially got it for a class of mine on diversity. It is a great book, but as a Nexter I wish it was a little more updated on things about my generation, but it is understandable. I found that the generational stereotypes are very much in tune with my personal experiences.
You can fool some of the people, all of the time........2005-01-25
Have you ever read a "study" that contains tiny bits of truth (usually things that are obvious) but the rest is false? That's the case with Generations At Work.
If you remove the stereotypes all that remains is stuff that ought to be obvious. It may be that some CEOs with large numbers of disgruntled employees are unaware of even the most blantant trends and conflicts in the workplace but the lesson there is to fix the workplace, not the employees. All generations will be cynical if they are contstantly in danger of being laid off.
From my own experience, 3 examples that are completely the opposite of what this book describes. (1) People in my age group are supposed to be driven overachievers. How I wish that were true. Must have come from astrology or something. (2) I worked for a company that hired two young "golden collar" tech experts. These kids were outstanding. There were no personality conflicts. There were no generational conflicts. And the fact that they were so knowlegable made us worship them! So what if they preferred rock climbing to golf? (3) Speaking of stereotypes, the company shut down and we all got laid off. According to this book, young IT professionals can write their own ticket, right? False, again. Four months have passed and one of our young geniuses has a boring job with a long commute and big pay cut. The other has refused to take a crummy job and remains unemployed.
The book is not without humor, perhaps unintentional. Apparently Lucent is a good example of how waring generations can make peace. But I wonder how many managers want their company to perform as Lucent has.
In the end, the key to a productive harmonious workplace is for people to have jobs they enjoy, pay well and are reasonably secure. In a lesser work environment all managers can hope for is to tap into the stereotypes in this book to try to keep the dust down.
Book Description
For more than a decade, Managing Public Disputes has been the first choice, hands-on guide for managers, offering useful instructions for handling a wide range of large and small public controversies from the national to the community level. It includes:
- Ten proven principles for managing conflict
- A comprehensive framework with step-by-step procedures for creating productive outcomes
- Seven illustrative case examples
- Detailed advice on effective methods for collecting information, conducting interviews, and analyzing a conflict situation
- Suggestions for handling special problems such as reluctant participants, keeping people at the negotiation table, and handling situations where emotions are running high
- Eight tasks targeted for designing an overall strategy for managing public disputes
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Pfeiffer's Classic Activities for Managing Conflict at Work
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The Conflict Resolution Training Program, Set includes Leader's Manual and Participant's Workbook
ASIN: 0787967084 |
Book Description
Learn how to manage conflict in the workplace and benefit from it!
When individuals come together in teams, their personal differences in values and attitudes can often contribute to the creation of conflict. But, as this book shows, conflict isnt necessarily destructive. When managed properly, it can actually be beneficial.
Pfeiffers Classic Activities for Managing Conflict at Work provides a wide range of different approaches -- activities, exercises, and models -- to help you understand why conflict occurs and how to manage it. A compilation of material carefully chosen from three decades of the Pfeiffer Annuals and Handbooks, this valuable resource is a treasure chest of sound theory and practical tools that can be put to use immediately by those who teach and train in conflict management.
Book Description
Being saddled with a terrible supervisor can turn even the best job into a nightmare. Unfortunately, not every boss is the great symbol of managerial perfection one would hope for. In fact, more people than not consider themselves stuck with a "bad boss." But short of remaining miserable or quitting a job, what can be done about it? "A Survival Guide for Working with Bad Bosses" provides readers with savvy, practical advice for coping with managers and supervisors who are mean, incompetent, unethical, and worse. The book includes powerful strategies for not only working with -- but thriving under -- such bad boss types as: * The Great Betrayers -- how to defend yourself against a corporate backstabber * The Know-Nothing Bosses -- what to do when a boss is clueless * The Bad Communicators -- how to respond when a boss is consistently unclear Whether a boss is high-strung, incompetent, or a power-mad tyrant, this book has the solution.
Customer Reviews:
A Survival Guide for Working With Bad Bosses: Dealing With Bullies, Idiots, Back-stabbers, And Other Managers from Hell.......2007-07-15
If you've ever had a job, you've likely come across a bad boss. Bad bosses come in all types from the no-boss and the party planner through the scatterboss and the promises, promises boss to the overloader and the control freak. A Survival Guide for Working with Bad Bosses describes mangers from hell complete with stories of real life versions of these monsters. Each section also includes a What Should the Employee Do section which outlines a number of possible solutions to the problem. A summary called Today's Take-Aways end each section.
A Survival Guide for Working with Bad Bosses is an excellent resource for employees stuck in a difficult situation. Not only does the book remind the reader that he or she is not the only one to have such circumstances but also gives them options which are often difficult to think of when stuck in the middle of a problem. Bosses may also want to read this book as often bad bosses don't even realize their problematic behaviour.
Survival at the office.......2007-04-02
It is a great feeling to know that you are not alone in the jungles of the workplace. Especially when the advice comes from an expert...You learn not to kill the "bad bosses" and how to deal with the problem zone with kindness without burning your fingers. Yet, I still hope someday any kind of pills will be discovered to terminate such "bad bosses" and we will live happily ever after.
Don't buy bad workplace advice!.......2007-02-05
I used the advice in this book to deal with a bad boss and the toxic work environment that was created. In compliance with Amazon's review policy I won't reveal it here. In my case the end result is hostility, harassment, and retaliation. What Scott apparently forgets is that these "bad bosses" will regard ANY challenge (even those advocated in her book) as a personal threat and will use the assets at his disposal (i.e., company assets, discipline process) for retribution AGAINST the assertive employee. And since he IS the boss, he has the full backing of the company, regardless of legality, ethics, or motives. These tactics may work with rational, well adjusted supervisors in employee-focused companies, but in my experience pathological bosses are the rule and not the exception.
Do yourself a favor. If you have a bad boss, find a better job and DON'T buy this book or use the advice contained therein.
Unhelpful.......2006-09-17
I thought this book was filled with cliches and did not find it helpful.
Keep looking this one falls short.......2006-03-26
I was rather disapointed in this book. It appears that Ms. Graham Scott's prefered method of dealing with bad bosses is just to put up with them and keep things as status quo hoping it will all work out in the end. Pretty lame advise in my opinion. I am looking for a book that actually helps me solve problems not just put up with them.
Book Description
MODULE 5: MANAGING CONFLICT AND WORKPLACE RELATIONSHIPS shows you how to manage your own emotions, as well as those of others. Creative conflict, along with harmony and synchronicity in the workplace are issues too many of us have avoided because we simply didn't understand them or didn't know what to say. This practical textbook will help you understand conflict and how to deal with it.
Book Description
In this volume, Ting-Toomey and Oetzel accomplish two objectives: to explain the culture-based situational conflict model, including the relationship among conflict, ethnicity, and culture; and, second, integrate theory and practice in the discussion of interpersonal conflict in culture, ethnic, and gender contexts. While the book is theoretically directed, it is also a down-to-earth practical book that contains ample examples, conflict dialogues, and critical incidents. Managing Intercultural Conflict Effectively helps to illustrate the complexity of intercultural conflict interactions and readers will gain a broad yet integrative perspective in assessing intercultural conflict situations. The book is a multidisciplinary text that draws from the research work of a variety of disciplines such as cross-cultural psychology, social psychology, sociology, marital and family studies, international management, and communication.
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