By Florence M. Stone
ISBN-10: 0585019231
ISBN-13: 9780585019239
ISBN-10: 0814479898
ISBN-13: 9780814479896
Clash isn't really all undesirable. but if it results in undesirable judgements, confusion, hostility, or a bunch of different place of work ills, it is the worst factor which may take place to an assistant's profession. This elementary, how-to ebook not just is helping assistants paintings good with others, but additionally indicates how you can paintings cooperatively and get to the bottom of clash sooner than it will get uncontrolled. they will get down-to-earth, delicate, useful recommendation on such concerns as: * distinguishing character conflicts from operational difficulties * figuring out whilst it is alright to be indignant * why "giving in" is seldom the best factor to do * particular suggestion for dealing with whiners, know-it-alls, manipulators, and different pain-in-the-neck kinds * construction robust, effective relationships with supervisors and coworkers.
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Extra resources for How to Resolve Conflicts at Work
Sample text
Sometimes friction between individuals can mean that no decision is made at allor that information that could help make a good decision is hidden from the decision maker because of a small tiff that has begun to fester. Conflict can mean decisions, good or bad, don't get implemented. The worth of an idea is not in the idea itself but in its implementation. Ideas, whether right or wrong, are worthless if they aren't implemented. Decisions that are made by one person or group but lack the support of those who are responsible for implementing them just don't get implemented or don't get implemented correctly.
Certainly, based on my own work experience and interactions with managers from myriad organizations, I find it hard to believe that there is truly an organization out there where there are no conflicts. This is true despite the current focus within organizations on teams and teamwork. In fact, there may be more reason for conflict as companies promote concepts related to collaboration and cooperation at the same time that they recognize and reward those with reputations as tough street fighters who are willing to win at all costs.
Further, it's an approach to conflicting situations that can't be used too often. Otherwise, in time, as you withdraw from one conflict and another, rather than attempt to resolve them, you get the reputation as a wimp, and others perceive you as someone they can walk over. Management isn't blind, either. You are unlikely to be considered for advancement, certainly not into a management position. When a manager acts like an ostrich when faced with a conflict, she loses the respect of those whose work she oversees.
How to Resolve Conflicts at Work by Florence M. Stone
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