Introduces the critical building blocks of how to constructively manage conflict.

The constructive handling of disagreements is central to personal satisfaction and organisational effectiveness. Improved skills in managing interpersonal differences, will enrich readers work, relationships and careers. This book is designed to help readers: * anticipate and prevent destructive conflict * deal with disagreement before it erupts out of control * encourage the expression of differences when confronting them would be beneficial * manage disagreement with more skill and assurance Table of contents: * Introduction * Guiding principles * Overview of the managing disagreement process * Step 1 Diagnosis (clarify critical issues, identify stakeholders, assess likely sources of disagreement) * Step 2 Planning (recognize your patterns, minimise pitfalls, plan your strategy) * Step 3 Preparation (problem solve, practice) * Step 4 Implementation (carry out the plan, evaluate outcomes, follow-up) * Reflection (process and nine strategic styles for managing differences * Summary review.

When people work together in a diverse and dynamic environment, conflict and disagreements inevitably arise. Learning to resolve disagreements constructively is the key to maintaining healthy work relationships and fostering a productive workplace. CONFLICT MANAGEMENT (formerly titled MANAGING DISAGREEMENT CONSTRUCTIVELY) helps readers improve their interpersonal, communication, and mediation skills. Several exercises and case studies throughout the book give the lessons relevance and practical application in the real world. Readers will also become familiar with the guiding principles behind conflict management, the nine approaches to managing disagreement, and a four-phase process for resolving conflict. With the proper understanding of the nature of conflict and with the tools to handle disagreements constructively, readers will be able to enrich their work, their relationships, and their careers.

While some of us enjoy a lively debate with colleagues and others prefer to suppress our feelings over disagreements, we all struggle with conflict at work. Every day we navigate an office full of competing interests, clashing personalities, limited time and resources, and fragile egos. Sure, we share the same overarching goals as our colleagues, but we don't always agree on how to achieve them. We work differently. We rub each other the wrong way. We jockey for position. How can you deal with conflict at work in a way that is both professional and productive—where it improves both your work and your relationships? You start by understanding whether you generally seek or avoid conflict, identifying the most frequent reasons for disagreement, and knowing what approaches work for what scenarios. Then, if you decide to address a particular conflict, you use that information to plan and conduct a productive conversation. The HBR Guide to Dealing with Conflict will give you the advice you need to: Understand the most common sources of conflict Explore your options for addressing a disagreement Recognize whether you—and your counterpart—typically seek or avoid conflict Prepare for and engage in a difficult conversation Manage your and your counterpart's emotions Develop a resolution together Know when to walk away Arm yourself with the advice you need to succeed on the job, with the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.

Conflict in the workplace is a perennial problem for organizations. Whether it's a disagreement between colleagues, a dispute with management or large-scale industrial action, conflict negatively affects both people and profits as employee morale and productivity fall. Endorsed by the CIPD, Managing Conflict is an essential guide for HR professionals needing to tackle these problems by not only resolving current issues, but also preventing future instances of conflict. Going beyond interpersonal conflict, the book also looks at resolving board room disputes, disputes with shareholders, in the supply chain, commercial disputes and customer complaints. The first part of Managing Conflict covers the causes and costs of conflict, the impact of the psychological contract and the legal framework for managing workplace disputes both in the UK and internationally. The second part of the book provides a blueprint for redefining resolution and building a culture of constructive conflict management, from designing a conflict management strategy and developing a formal resolution process to embedding mediation, engaging stakeholders and training managers in resolution and mediation skills. This book also includes conflict resolution toolkits for managers, HR teams, employees and unions to help tackle conflict and bullying at work. Packed with best practice case studies from major UK and global organizations, this is an indispensable guide for all HR professionals looking to resolve conflict in the workplace. Online supporting resources include a conflict health check tool, conflict cost calculator, and checklist for developing an internal mediation scheme.

You′re about to start your first evaluation project. Where do you begin? Or you′re a practicing evaluator faced with a challenging situation. How do you proceed? How do you handle the interactive components and processes inherent in evaluation practice? Use Interactive Evaluation Practice to bridge the gap between the theory of evaluation and its practice. Taking an applied approach, this book provides readers with specific interactive skills needed in different evaluation settings and contexts. The authors illustrate multiple options for developing skills and choosing strategies, systematically highlighting the evaluator′s three roles as decision maker, actor, and reflective practitioner. Case studies and interactive examples stimulate thinking about how to apply interactive skills across a variety of evaluation situations. "From beginning to end, this book is an indispensable resource for those responsible for the evaluation process. In essence, here′s a chance to learn from masters about acquiring mastery. What could be more useful?" Michael Quinn Patton, Author of Utilization-Focused Evaluation "At long last, a book that explicitly addresses the importance of interpersonal dynamics in evaluation practice!" Hallie Preskill, Executive Director, Strategic Learning and Evaluation Center, FSG "As an evaluator who frequently interacts with a variety of stakeholders and who provides graduate-level evaluation training, I find Interactive Evaluation Practice to be an exceptional addition to the evaluation literature and a useful guide to interacting with various stakeholder groups." Chris L. S. Coryn, Western Michigan University