By Susan H. Shearouse

We know clash is unavoidable...especially within the office. even if it's a struggle over assets, a confrontation approximately the way to get issues performed, or an issue stemming from perceived changes in identities or values, it's a manager's position to navigate relationships, and construct compromises and collaborations. clash one hundred and one offers readers the instruments they should confirm not just that staff get backon tune, yet that disagreements breed optimistic effects. Readers will the way to: construct belief Harness unfavourable feelings inspire apologies and forgiveness Use a solution-seeking technique Say what has to be acknowledged Incorporating anecdotes taken farom the author's two decades of expertise as a clash answer specialist, the e-book is helping readers extra deeply know the way clash is created, find out how to reply to it, and the way to control it extra successfully.

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Additional info for Conflict 101: A Manager's Guide to Resolving Problems So Everyone Can Get Back to Work

Sample text

How can they inflict pain on the other to the point that the other gives up? Fights are for winning. Fights are for not losing. ) In any event, compromise counts as a loss. B y now the neighbors had stopped talking to each other—not for days or months, but for years. To avoid talking to each other, they would leave the utility bills in a common area, and write notes of complaint when a math error is caught. Rachel would watch Miranda water her garden, and seethe at the impact this would have on their joint water bill.

Process Satisfaction Process satisfaction involves clarity about how decisions are made, knowing where you can have input, believing that the decisions are fair and consistent, and accepting that the standards for decision making apply to others the same way as they apply to you. Consider two employees from different organizations, each interested in a promotion. In Organization A, an If you can't describe opening is posted and several people apply; what you are doing as three are internal, four are external.

The final decisions that the group reached on budget allocations provided satisfaction on substance, though at the end of the process no one got all of what he or she wanted. Those long meetings they labored through, preparing charts and scrutinizing data, and sometimes arguing over specifics, answered their need for process satisfaction. Each person on the team understood how the decisions had been made, and where the final decisions came from. The respect for each other that they demonstrated in the midst of their disagreements and their willingness to listen to one another provided them with emotional satisfaction as well—each of them knew that he or she had been heard and had been treated with respect throughout the discussions, even as the meetings ground on and the outcome was elusive.

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