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(1993). Communicating at Work.
Basics of conflict resolution include: supportiveness, positiveness, equality.
"Conflicts offer many benefits if we can resolve them productively. Healthy disagreement can have a positive, generating effect. As people are forced to work through a problem to its solution, they get a chance to better understand the point of view of others. Successful resolution of small conflicts can diffuse the possibility of more serious conflicts and result in better working relationships. The process of exploring problems collaboratively can lead us to acquire more information, new perceptions, and new ideas."
(1994). Coping with Difficult Bosses.
(1990). From Conflict to Resolution: Strategies for Diagnosis and Treatment of Distressed Individuals, Couples, and Families.
"The more an individual has been exposed to no-win situations, the more readily he assumes that other situations cannot be changed for the better. As a consequence, such individuals put out less effort to try to control new conflictual situations." (p. 89)
(1990). Hidden Agendas.
"For instance, many recurring conflicts, especially those that are emotionally charged even though there is only a minor difference of opinion, are really about controlling your destiny, being able to choose, prevent others from ignoring or questioning your authority, or warding off frightening feelings of powerlessness." (p. 224)
"A second hidden source of conflict are affronts to our self-esteem, in particular, conditions that prevent us from feeling competent or convince us that we are unappreciated." (p. 225)
"A second hidden source of conflict are affronts to our self-esteem, in particular, conditions that prevent us from feeling competent or convince us that we are unappreciated." (p. 225)
(1997). How to Be Safe in an Unsafe World : A Guide to Inner Peace and Outer Security.
"If your intention is to creatively resolve everyday clashes that occur at home, on the street, or in the workplace, a willingness to understand the other side is essential. Remember, your goal in many situations is not to win arguments, not to prove your point; your goal is to be and feel safe." (p. 78)
(1990). The Iliad.
712. Abstract
"Rage—Goddess, sing the rage of Peleus' son Achilles, murderous, doomed, that cost the Achaeans countless losses, hurling down to the House of Death so many sturdy souls, great fighters' souls, but made their bodies carrion, feasts for the dogs and birds, and the will of Zeus was moving towards its end. Begin, Muse, when the two first broke and clashed, Agamemnon lord of men and brilliant Achilles."
(2005). Monsters, Gods, and Heroes: The Epic in Literature.
"So it's a strife here, in a way, between position—between the CEO and the top salesman; between the principal and the best teacher; between Miller Huggins, the manager, and Babe Ruth, the best baseball player who ever lived; between the person who can really do it, and the person who is in charge. Those are incommensurable excellences, and then and now they often come into conflict. So here—that is the rage within the rage, the conflict within the conflict, that Homer is interested in chronicling."1
(1976). New Ways of Managing Conflict.
(2000). Patient number one: a true story of how one CEO took on cancer and big business in the fight of his life.
328. Abstract
"There is always an uneasy truce between scientists and salesmen. Scientists want their product to be absolutely perfect before allowing it to be sold; salesmen want to get it out the door where it can start generating income as soon as possible. On occasion the truce is broken, usually over budgetary and resource issues." (p. 78)
(1999). A Safe Place for Dangerous Truths: Using Dialogue to Overcome Fear & Distrust at Work.
"When you agree to dialogue, you invite disclosure of deep levels of conflict. The process strips back the superficial and reveals core issues. I have worked with groups where the core issues included personal issues as well as business issues. We may have been able to separate our personal lives from our professional lives ten years ago, but the new demands of business require our whole being. When we bring our whole being to work, business becomes more personal. Ignoring that fact severely limits your ability to build cohesion with a group."
(2008). Shake Hands with the Devil.
You get dirty, and the pig likes it.
'There's a very animalistic response to a bully. It's either fight: "Hey, you talkin' to me?" or flight: "I'm outta here—my life's too short for this crap." The problem with the flight strategy, is that you've just taught the boss that you're the doormat he always thought you were.
'There's a very animalistic response to a bully. It's either fight: "Hey, you talkin' to me?" or flight: "I'm outta here—my life's too short for this crap." The problem with the flight strategy, is that you've just taught the boss that you're the doormat he always thought you were.
But the fight strategy is no better. For one thing, it's hard to outtalk a bully. He doesn't like you. He's never liked you. He's been gunning for you, he's had lots of practice being a bully, and he enjoys it. And besides, if you get down on his level, it's like wrestling with a pig: you get dirty, and the pig likes it!' (p. 45)
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http://workcreatively.org/ontology/business#
WorkCreatively.org business culture/management vocabulary
conflict
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closeMatch:
http://purl.org/vocabularies/princeton/wn30/synset-conflict-noun-1.rdf
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antonym:
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linked content:
- sense: battle
- sense: conflict
- sense: struggle conflict
- in scheme: http://purl.org/vocabularies/princeton/wn30/
- gloss: an open clash between two opposing groups (or individuals); "the harder the conflict the more glorious the triumph"--Thomas Paine; "police tried to control the battle between the pro- and anti-abortion mobs"
- hyponym of: http://purl.org/vocabularies/princeton/wn30/synset-group_action-noun-1
- synset id: 100958896
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