Conflict Management in the Workplace Understand, Navigate, Prevent

The conflicts we get in touch with are all in some ways unique, because there are many different types of circumstances that influence how they show up. In the end, no one else can tell you how best to deal with the conflict you are facing. You will have to make your own best judgment about what path to take.
The reader is introduced to an explanation of what drives conflict and how people come under action pressure in conflicts; the three levels of causes of and actions in workplace conflicts (the individual, relationship and system levels); five common types of conflict issues; Johan Galtung's conflict triangle; Friedrich Glasl's conflict escalation model; the four basic approaches to conflict management (dialogue, discussion, rule-based procedures and steamrollering); Thomas Jordan's conflict intervention matrix; and several other concepts and models.
Special attention is devoted to the roles of self-awareness in conflict, how being in mindful contact with one's own feelings, interpretations and judgments influences reactions and actions. Weak self-awareness can explain many missed opportunities for influencing conflict situations constructively, whereas strong self-awareness is a key competence for developing skillfulness in handling conflict situations. Understanding the role played by self-awareness is not only helpful for developing one's own skills, but also for a deeper understanding of the reactions and actions of others.
A comprehensive chapter reviews communication skills relating to conflict: helpful and concrete conversation techniques for creating real dialogue, solution-focused discussions and constructive negotiations.




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