E-book

Conflict management / Stephan Proksch.

Summary:

This book draws on a wide range of practical examples to describe how conflicts within organisations are traditionally managed and the complementary conflict management methods that can be employed. Stephan Proksch clearly explains these innovative methods and their potential applications. The central focus is on mediation as an effective form of conflict resolution. Discussion and questioning techniques as conflict management tools are explained in simple and concise terms.

Record details

ISBN: 9783319318851
ISBN: 3319318853
ISBN: 3319318837
ISBN: 9783319318837
Physical Description: 1 online resource
Publisher: Switzerland : Springer, 2016.

Content descriptions

Formatted Contents Note:	Preface; Contents; 1: Recognising and Resolving Conflicts; 1.1 Rift Between Company Founders; 1.2 What Is a Conflict?; 1.3 Conflicts Often Approach Quietly; 1.4 Conflict Analysis; 1.4.1 Setting Objectives in a Conflict Situation; 1.4.2 Types of Conflict; 1.4.3 Parties to the Conflict; 1.4.4 Conflict Progression and Escalation; 1.5 How to Conduct a Clarifying Conversation; 1.6 Conflicts in the Workplace: Curse or Blessing?; 1.6.1 Risks Arising from Conflicts; 1.6.2 Uses of Conflicts; 1.7 Excursus: Mobbing; 1.8 Rift Between Company Founders: What Happened Next. 2: Traditional Methods of Conflict Management2.1 Differing Leadership Styles in the Management Team; 2.2 The Traditional Approach to Conflicts in Organisations; 2.2.1 Conflicts as Opposition Between Employer and Employee; 2.2.1.1 The Development of Polarity Between Capital and Labour; 2.2.1.2 The ``Industrial Conflict f́́rom Todayś Perspective; 2.2.1.3 Conflicts as Disruptive Factors in the ``Organisational Machine;́́ 2.2.2 Traditional Methods of Conflict Management; 2.2.3 Conflicts as Manifestation of Power Struggles and Micro Politics; 2.2.4 Excursus: Forms of Power Usage. 2.2.4.1 Positive and Negative Aspects of Power2.3 The Four Basic Forms of Conflict Management in Organisations; 2.3.1 Separative Measures; 2.3.2 Issue-Related Measures; 2.3.3 Individual-Related Measures; 2.3.4 Integrative Measures; 2.4 How Do Corporations Deal with Conflicts Today?; 2.4.1 Uses and Limitations of the Traditional Methods; 2.5 Conflict Management: The Holistic View; 2.6 Differing Leadership Styles in the Management Team: What Happened Next; 3: Complementary Forms of Conflict Management; 3.1 The Difficult Boss; 3.2 Basic Complementary Forms of Conflict Management; 3.2.1 Mediation. 3.2.2 Moderation3.2.3 Supervision; 3.2.4 Coaching; 3.2.5 Team Development; 3.3 Organisational Development Versus Mediation?; 3.3.1 Organisational Development and Conflict Management; 3.3.2 Mediation Is Complementary to Organisational Development; 3.4 Integrative Forms of Conflict Management: Used too Rarely?; 3.4.1 Mediation Costs Time and Money; 3.4.2 Conflict Aversion; 3.4.3 Loss of Power and Control; 3.4.4 Fear of Discovery and Exposure; 3.4.5 Loss of Image Among Colleagues; 3.4.6 Lack of Know-how in Dealing with Conflicts. 3.5 Consequences of the Rare Usage of Integrative Forms of Conflict Management3.6 The Difficult Boss: What Happened Next; 4: Mediation; 4.1 The Performance Appraisal; 4.2 Mediation: The Origins; 4.3 The Mediation Phase Model; 4.3.1 Pre-mediation Phase; 4.3.1.1 Preliminary Talks; 4.3.1.2 Conflict Analysis; 4.3.1.3 Implementation Planning; 4.3.2 Parameter Definition Phase; 4.3.3 Issue Compilation; 4.3.4 Conflict Discussion; 4.3.5 Search for a Solution; 4.3.6 Agreement; 4.3.7 Post-mediation Phase; 4.4 The Performance Appraisal: What Happened Next; 5: Mediation Techniques.
Restrictions on Access Note:	NLC staff and students only.
Source of Description Note:	Online resource; title from PDF title page (EBSCO, viewed August 16, 2016).