Confronting Conflict: A First-aid Kit for Handling ConflictHawthorn Press, 1999 - 186 pagina's Conflict costs! When tensions and differences are ignored, they grow into conflicts, injuring relationships, groups, and organizations. So, how can we tackle conflict successfully? Dr. Friedrich Glasl has worked with conflict resolution in companies, schools, and communities for over thirty years, earning him and his techniques enormous respect. Confronting Conflict is authoritative, and up to date. It contains examples, exercises, theory, and techniques. You begin by assessing the symptoms and causes of conflict and ask, "Am I fanning the flames?" Then consider, "How can I behave constructively rather than attack or avoid others?" The author presents the tool to:
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Inhoudsopgave
Help Conflict | 1 |
Personality as a source of social conflict | 29 |
How can I work on myself in conflict | 51 |
Copyright | |
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able achieve actions agree Anne Anthony arguments articulate aspects basic attitudes become behaviour Boilerworks Bridget Chapter characteristics of escalation clarifying colleagues collegial help conflict avoidance conflict capability conflict parties conflict resolution conflict situations considerate confrontation contact group contentious issues created critical episodes danger Derek described destruction develop disagreement discussion Double effects emotions empathy Erasmus School escalation level Everyday Ego exercise experience external advisers feelings Figure flipchart Glasl group members head teacher Higher I-messages ideals important increasingly initially intentions interpersonal interpersonal relationships involved leads level of escalation Light and Shadow limits of self-help longer mechanics meeting method negative Negative Double non-values opponent opposing party opposing side organization PENN STATE UNIVERSITY people's perceive perception person points polarities polarizing powers positive practise problems professional Progressives prolepsis questions recognize role Self-fulfilling prophecy self-infection staff stances subconscious tackle team leader tensions things thinking threat threshold viewpoints