Making Conflict Work

'Coleman and Ferguson have done something remarkable: they've written an evidence-based book on the complex topic of conflict and made it easy to read, easy to understand, and, best of all, easy to use. A genuine winner' Robert B. Cialdini, author of Influence: The Psychology of Persuasion

A PRACTICAL GUIDE TO NAVIGATING WORKPLACE CONFLICTS

Work conflict is risky. It can go bad and poison employee health, work relationships and organizational climates, or it can go well and help to energize problem solving, innovation and bottom-line effectiveness. Managing conflicts up and down the chain of command at work can be particularly treacherous, as power differences complicate conflicts and constrain response options. Organizations are rife with stories of executives and managers who abuse their power, employees who overstep their authority, and the resulting conflicts that get stuck in downward spirals.

When people find themselves in conflict, they immediately become aware of the balance of power in the situation or relationship: 'Hey, you work for me, so back off!', or 'Wow, he is much bigger and drunker than I thought he was before I told him to shut up', so understanding how conflict and power affect each other is vital to effective conflict management.

In Making Conflict Work, Peter Coleman and Robert Ferguson, leading experts in the field of conflict resolution, address the key role of power in workplace tension. Coleman and Ferguson explain how power dynamics function and provide step-by-step guidance to determining your standing in a conflict and identifying and applying the strategies that will lead to the best resolution.

Drawing on the authors' years of research and consulting experience, Making Conflict Work offers seven new strategies and dozens of tactics for negotiating disputes at all levels of an organization. This powerful approach can turn workplace tensions into catalysts for creativity, innovation, and meaningful change.

“Coleman and Ferguson have done something remarkable: they've written an evidence-based book on the complex topic of conflict and made it easy to read, easy to understand, and, best of all, easy to use. A genuine winner - Robert B. Cialdini, author of Influence: The Psychology of PersuasionAn innovative and practical look at how to navigate everyday disagreements to reach your goals, serving up examples of best practices drawn from the authors' decades of experience helping others cope with conflict, power, and change - Lawrence Susskind, cofounder, Program on Negotiation at Harvard Law SchoolManagers who try to suppress conflict not only make things worse, but also stifle opportunities for creative problem solving. Making Conflict Work should be essential reading for all managers - Michael Wheeler, retired professor, Harvard Business School, and author of The Art of Negotiation”

Coleman and Ferguson have done something remarkable: they've written an evidence-based book on the complex topic of conflict and made it easy to read, easy to understand, and, best of all, easy to use. A genuine winner - Robert B. Cialdini, author of Influence: The Psychology of Persuasion

An innovative and practical look at how to navigate everyday disagreements to reach your goals, serving up examples of best practices drawn from the authors' decades of experience helping others cope with conflict, power, and change - Lawrence Susskind, cofounder, Program on Negotiation at Harvard Law School

Managers who try to suppress conflict not only make things worse, but also stifle opportunities for creative problem solving. Making Conflict Work should be essential reading for all managers - Michael Wheeler, retired professor, Harvard Business School, and author of The Art of Negotiation

Peter Coleman is a professor of psychology and education at Teachers College and the Earth Institute at Columbia University and the director of Columbia's International Center for Cooperation and Conflict Resolution. He is also a New York State certified mediator and experienced consultant whose clients include IBM, Citibank, the United Nations, the World Bank, and the U.S. State Department.

Robert Ferguson is a psychologist and executive coach who has provided consulting, conflict resolution, mediation and leadership training to organizations including Credit Suisse (USA), Merrill Lynch, Ahlstrom, Kennametal, KBI Biopharma and Aegon.

Take control of potentially destructive workplace conflict and transform it into a driving force for creativity, innovation, and meaningful change. Every workplace is a minefield of conflict, and each day brings new challenges. How do you launch a new product when your team can't agree on a basic concept? What do you do when a promotion turns your peers into your direct reports? How do you move ahead when you and your boss don't see eye-to-eye? Peter T. Coleman and Robert Ferguson, leading experts in the field of conflict resolution, argue that every conflict is shaped by the same inescapable force: power. To turn any conflict to your advantage, you must first understand the true power dynamics at play. Making Conflict Work teaches you how to identify the nature of a conflict, determine your power position relative to your adversaries', and enact the best tactical approach for achieving your goals. Coleman and Ferguson provide readers with versatile strategies for negotiating disputes at all levels of an organisation. Packed with helpful self-assessment exercises and step-by-step action plans to guide you through any problem, Making Conflict Work gives you the tools you need to become a stronger leader, a respected team member, and an agent of positive change in your organization.

'Coleman and Ferguson have done something remarkable: they've written an evidence-based book on the complex topic of conflict and made it easy to read, easy to understand, and, best of all, easy to use. A genuine winner' Robert B. Cialdini, author of Influence: The Psychology of Persuasion A PRACTICAL GUIDE TO NAVIGATING WORKPLACE CONFLICTS Work conflict is risky. It can go bad and poison employee health, work relationships and organizational climates, or it can go well and help to energize problem solving, innovation and bottom-line effectiveness. Managing conflicts up and down the chain of command at work can be particularly treacherous, as power differences complicate conflicts and constrain response options. Organizations are rife with stories of executives and managers who abuse their power, employees who overstep their authority, and the resulting conflicts that get stuck in downward spirals. When people find themselves in conflict, they immediately become aware of the balance of power in the situation or relationship: 'Hey, you work for me, so back off!', or 'Wow, he is much bigger and drunker than I thought he was before I told him to shut up', so understanding how conflict and power affect each other is vital to effective conflict management.In Making Conflict Work , Peter Coleman and Robert Ferguson, leading experts in the field of conflict resolution, address the key role of power in workplace tension. Coleman and Ferguson explain how power dynamics function and provide step-by-step guidance to determining your standing in a conflict and identifying and applying the strategies that will lead to the best resolution. Drawing on the authors' years of research and consulting experience, Making Conflict Work offers seven new strategies and dozens of tactics for negotiating disputes at all levels of an organization. This powerful approach can turn workplace tensions into catalysts for creativity, innovation, and meaningful change.

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