In Resolving Conflicts at Work, Kenneth Cloke and Joan Goldsmith help readers understand the underlying causes of conflict and how to approach it in new ways. Conflicts at work arise because companies are made up of diverse group of people with different communication styles and differing expectations. Few people have been trained to resolve conflict in a healthy manner, which is why conflict is common in every workplace. Transformation does not occur until people first resolve how they became stuck in conflict and take time to develop new strategies. When an organization operates with a culture where conflicts are avoided, honesty and creativity is lost in the process. People need to take time to look inward and understand what conflict means to them and how their perceptions impact the way they respond to these situations.
According to the authors:
- All conflict is influenced by an individual’s background and learned responses. When people understand this, they can work to uncover the hidden meanings behind any conflict.
- When people listen to opponents with an open mind, their opponents will do the same for them.
- The language used to describe a conflict reflects attitudes and assumptions. It can reveal the interests, emotions, and histories that are behind the surface-level issue.
- Difficult behaviors are present in every workplace and, in some cases, are inadvertently encouraged through reward systems. When these behaviors are discussed in the open, there is opportunity to improve on all sides and develop perseverance.
- Resistance is often the result of an underlying need, such as improved communication or greater involvement in decision making. When the reasons for resistance are explored, it becomes easier to collaborate and negotiate for a solution.
- To prevent the same conflicts in the future, systems can be developed within an organization. This prevents conflicts and sets the standard for how they are to be managed when they do occur.
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