Becoming a conflict competent leader : how you and your organization can manage conflict effectively / Craig E. Runde, Tim A. Flanagan.
The Second Edition of this classic resource on conflict resolution combines research, conceptual models, practitioner experience, and stories that highlight the core conflict competencies. The book underscores the importance for leaders to develop the critical skills they need to help them, their co...
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| Format: | eBook |
| Language: | English |
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San Francisco, CA :
Jossey-Bass, A Wiley Imprint,
©2013.
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| Edition: | 2nd ed. |
| Subjects: |
Table of Contents:
- Copyright page
- A Joint Publication of The Jossey-Bass Business & Management Series and The Center for Creative Leadership
- Preface to the Second Edition
- 1. : The What and Why of Conflict Competent Leaders
- Individual Conflict Competence
- Understanding the Dynamics of Conflict and Your Responses to It
- Managing Your Emotions
- Reflecting on Conflict
- Fostering Constructive Responses (and Reducing Destructive Responses)
- Team and Organizational Conflict Competence
- Why Conflict Competent Leaders Are Needed.
- The Costs of Conflict IncompetenceBeyond Costs
- Summary
- 2. : Understanding the Dynamics of Conflict and Your Responses to It
- What Is Conflict
- Incompatibility
- Interdependence
- The Nature of Conflict
- Types of Conflict
- Inevitability
- Conflict as a Process
- Retaliatory Cycles
- Roles and Outcomes
- The Role of Power in Conflict
- Conflict and Culture
- Understanding Your Role in Conflict
- Responses to Conflict
- Active Constructive Behaviors
- Passive Constructive Behaviors
- Active Destructive Behaviors
- Passive Destructive Behaviors
- Measuring Behaviors: The Conflict Dynamics Profile
- Summary.
- 3. : Cool DownThe Origin and Nature of Conflict Emotions
- Perception and Attribution
- Emotions
- Regulating Emotions
- Cooling Hot Buttons
- Attentional Deployment
- Cognitive Reappraisal
- Suppressing Versus Expressing Emotions
- Slowing Down
- Preventive Care
- Managing Others
- Summary
- 4. : Slow Down and Reflect
- Reflecting on Your Own Experience
- Your Thoughts
- Your Emotions
- Your Interests
- Reflecting on Others' Experiences of Conflict
- Thoughts
- Emotions
- Interests
- Looking at the Bigger Picture
- What Is the Issue
- Who Is Involved
- Organizational Systems and Culture
- Moving Ahead.
- Reflection in ActionSummary
- 5. : Preventing Destructive Responses to Conflict
- Intensity Levels
- Level One: Differences
- Level Two: Misunderstandings
- Level Three: Disagreements
- Level Four: Discord
- Level Five: Polarization
- Destructive Behaviors
- People Behaving Poorly: Reactions and Reflexes
- People Behaving Poorly: Choices and Tactics
- Summary
- 6. : Fostering Constructive Responses to Conflict
- Weathering the Storm of Conflict
- Staying Calm in the Face of Conflict
- Encouraging Civility, Fairness, and Safety
- Teaching and Coaching Effective Responses
- Providing Learning Opportunities.
- Embracing Constructive ConflictConstructive Behaviors
- Active Constructive Behaviors
- Passive Constructive Behaviors
- Summary
- 7. : Developing and Leading Conflict Competent Teams
- Establishing the Right Climate
- Attitudes
- Trust and Safety
- Collaboration (Behavioral Integration)
- Emotional Intelligence
- Engaging in Constructive Communication
- Delay Responding and Reflective Thinking
- Listening for Understanding and Perspective Taking
- Expressing Emotions, Thoughts, and Interests
- Getting and Staying on Track
- For Use Before Conflict
- For Use During Conflict
- For Use After Conflict.
- A Note About Virtual and Global Teams.