Making Conflict Resolution Happen
123 pages | paperback | Allen & Unwin (2001)
(Not available from author)
Over many years of analysing organisations, and from my experience in conflict resolution, I have found that the best operations have a middle management of change agents who have been willing to shift their leadership style to one that accepts that people are more important than tasks and functions. They accept that conflict and mistakes are inevitable and are exaggerated by the rate of change in the organisation, and they walk with their people in a cooperative, collaborative and cohesive unit; in an atmosphere of openness, honesty and trust towards a joint problem-solving approach of conflict resolution.
The most outstanding of those leaders develop a preventative approach to conflict by creating a working environment in which conflict is less likely to occur, or to develop to the extremes where it becomes difficult to manage. They develop a culture in which differences are recognised, valued and utilised for the benefit of all. They recognise that most conflict occurs because people are different and not necessarily because they are wrong.
They see their role as managing the creative tensions that exist because of those differences and then leading them together towards progress and development.
Many supervisors and managers have the potential to deal effectively with conflict but have adopted a traditional approach of avoidance or negative sanction. This book will give you greater knowledge and understanding of the nature of conflict in the workplace and take you through a range of ideas and strategies for resolving issues. It will give you the courage and confidence to handle difficult situations and to shift to a management style that emphasises anticipation, early intervention and a joint, cooperative effort at resolution.
123 pages | paperback | Allen & Unwin (2001)
(Not available from author)
Over many years of analysing organisations, and from my experience in conflict resolution, I have found that the best operations have a middle management of change agents who have been willing to shift their leadership style to one that accepts that people are more important than tasks and functions. They accept that conflict and mistakes are inevitable and are exaggerated by the rate of change in the organisation, and they walk with their people in a cooperative, collaborative and cohesive unit; in an atmosphere of openness, honesty and trust towards a joint problem-solving approach of conflict resolution.
The most outstanding of those leaders develop a preventative approach to conflict by creating a working environment in which conflict is less likely to occur, or to develop to the extremes where it becomes difficult to manage. They develop a culture in which differences are recognised, valued and utilised for the benefit of all. They recognise that most conflict occurs because people are different and not necessarily because they are wrong.
They see their role as managing the creative tensions that exist because of those differences and then leading them together towards progress and development.
Many supervisors and managers have the potential to deal effectively with conflict but have adopted a traditional approach of avoidance or negative sanction. This book will give you greater knowledge and understanding of the nature of conflict in the workplace and take you through a range of ideas and strategies for resolving issues. It will give you the courage and confidence to handle difficult situations and to shift to a management style that emphasises anticipation, early intervention and a joint, cooperative effort at resolution.
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