- Copyright
- About the Author
- Author's Acknowledgments
- Publisher's Acknowledgments
- Introduction
- I. Understanding Conflict in the Workplace
- 1. An Overview of Conflict Resolution at Work
- 2. Understanding What People Bring to Conflict
- 2.1. Rediscovering Communication
- 2.2. Figuring Out Why People Think the Way They Do
- 2.3. Considering the Importance of Emotions
- 2.4. Responding to Conflict
- 3. Determining How Groups Contribute to Conflict
- 4. Practicing Self-Awa reness: Understanding How Managers Foster Conflict
- 5. Knowing When to Address Conflict
- 5.1. Assessing the Cost and Severity of the Conflict
- 5.2. Approaching Employees and Gathering Information
- 5.3. Evaluating the Details of the Conflict
- 5.4. Empowering Employees to Handle the Issue Themselves
- 5.4.1. Providing tips for success
- 5.4.2. Motivating your employees to succeed
- 5.4.3. Wrapping it up
- 5.4.4. Watching their progress
- 5.4.4.1. Complimenting their progress
- 5.4.4.2. Knowing what to watch for
- 5.4.4.3. Responding to progress
- II. Resolving a Conflict between Two or More of Your Employees
- 6. Developing a Plan and Preparing for a Meeting
- 6.1. Preparing the Parties for a Conversation
- 6.2. Setting Up the Meeting
- 7. Starting a Mediation Meeting and Creating a Working Agenda
- 8. Negotiating Possible Solutions to a Conflict
- 9. Offering Proposals and Crafting Agreements
- 9.1. Continuing Negotiations
- 9.2. Proceeding with the meeting
- 9.3. Developing Solutions and Agreements during Open Session
- 9.4. Concluding the Meeting and Helping Everyone Leave with Optimism
- 10. Adapting a Conflict Meeting for the Entire Team
- 10.1. Acting as Facilitator
- 10.2. Gathering Information from the Group
- 10.3. Assessing the Intensity of a Conflict
- 10.4. Formulating a Meeting Plan
- 10.5. Kicking Off the Group Meeting
- 10.6. Devising a Team Plan for Follow-up
- 11. Monitoring Agreements and Progress
- 6. Developing a Plan and Preparing for a Meeting
- III. Using Additional Resources to Resolve the Conflict
- 12. Keeping a Team Focused During a Conflict
- 12.1. Addressing Safety or Legal Issues
- 12.2. Limiting Chatter
- 12.2.1. Being upfront and consistent
- 12.2.2. Finding the time and place to address conflict
- 12.2.3. Limiting closed-door meetings
- 12.2.4. Creating ways to voice concern
- 12.2.5. Sticking to Business as Usual
- 12.2.6. Motivating your employees
- 12.2.7. Keeping your team members focused on what they can control
- 12.2.8. Having regular work meetings
- 12.2.9. Building a Reputation as a Leader
- 12.2.10. Encouraging Team Building
- 12.2.11. Highlighting common interests and creating positive shared experiences
- 12.2.12. Lightening the mood
- 13. Determining How Your Company Can Help
- 14. Getting Outside Experts to Facilitate Resolutions
- 14.1. Why Managers Do or Don't Call in Help
- 14.2. Considering the Menu of Professional Services
- 14.3. Going to Arbitration
- 14.4. Hiring an Expert and Knowing What to Expect
- 14.4.1. Starting with referrals
- 14.4.2. Determining qualifications
- 14.4.3. Contracting with a professional
- 14.4.4. Understanding the process for intake and gathering information
- 14.4.4.1. The intake process with you
- 14.4.4.2. The intake process with employees
- IV. Smoothly Handling Conflict When You're One of the People Involved
- 15. Identifying What Both Sides Want
- 16. Asking for a Meeting to Talk about the Conflict
- 17. Sitting Down to Talk Through the Issues
- 17.1. Preparing to Mediate Your Own Conflict
- 17.2. Getting the One-on-One Started
- 17.3. Sharing Perspectives
- 17.4. Creating an Agenda
- 17.5. Looking for Win/Win Solutions
- 17.6. Concluding the Discussion
- 18. Tailoring Your Approach to the Organizational Chart
- V. The Part of Tens
- 19. Ten Things You Can Control When You're in an Unresolved Conflict
- 20. Ten Reasons Managers Give for Not Addressing Conflict
- 20.1. I Don't Really Know How
- 20.2. I Don't Want to Open a Can of Worms
- 20.3. I Haven't Been Successful Before
- 20.4. Problem? What Problem?
- 20.5. I Don't Know Where to Start
- 20.6. It's Not My Business
- 20.7. I'm Not a Babysitter
- 20.8. I Have Real Work to Do
- 20.9. I Don't Want to Have to Fire Anyone
- 20.10. I Don't Want to Look Bad
- 21. Ten Pearls of Wisdom from Professional Mediators
- 21.1. Value the Process as Much as the Outcome
- 21.2. Accept That Her Truth Is Her Reality
- 21.3. Rapport Matters
- 21.4. Be Present and Available
- 21.5. Find Common Ground for More Success
- 21.6. Be Aware That This Isn't the Participants' Best Moment
- 21.7. Silence Is Golden
- 21.8. Be Curious
- 21.9. Fear Rules the World
- 21.10. Look to the Future
- 12. Keeping a Team Focused During a Conflict
In this part . . .
This part covers what you need to know to understand workplace conflict. I help you create a comprehensive framework to use in any conflict situation and fill you in on the various contributors to conflict. I discuss how difficult situations can either escalate or de-escalate depending on your reaction, and I identify common mistakes to avoid. I also provide information on self-reflection and point out behaviors that indicate it's time to take action.
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