Resolving Conflicts on the Job

Resolving Conflicts on the Job

Resolving Conflicts on the Job

Resolving Conflicts on the Job


Conflict, misunderstandings, and contrary points of view are all a part of the workplace -- and employees who can't effectively deal with these differences may be stunting their career growth. Now, in a newly updated second edition, Resolving Conflicts on the Job gives succinct and clear guidelines for dealing with conflict on both interpersonal and organizational levels. The book explains proven methods for resolving differences and suggests specific techniques that aid in: Giving and receiving criticism Handling disputes at different levels of an organization Resolving disagreements within a team Managing different personality types Completely updated with a new chapter on keeping cool in a conflict and exercises to determine whether disagreements are constructive, this timeless guide will enable managers to lead their teams without starting an argument.


Telling people how to think about conflict makes about as much sense as teaching dogs how to think about eating. By the time we are adults, we know a lot about conflict and know what we think about it. We face conflict every day—as we struggle within ourselves, and as we interact with family, friends, coworkers, and the rest of our world.

As adults, we have organized what we have learned about conflict into our own personal theories. We know what conflict is and where it comes from, what we think about it, and how we go about it. We know what works for us, and what doesn’t. We know when we should adhere to our theory and when we should try something else. We know when we are trying something else because we think it is good for us, and when we are trying something else because we are backsliding.

When I spend time with groups of adults who come to workshops to learn about conflict, I tell them that they are a “room full of experts.” They have all organized their experience into a set of rules for what to do when—their personal theories of conflict. The only reason for these experts to come together is to compare notes or to learn about other people’s approaches. As the teacher, I may have spent more time reading, thinking about, and consciously observing conflict than they have. I may be able to share some theories about conflict that are different from the ones they have crafted. They get a chance to try some ideas on for size, compare notes with the other experts in the room, and just maybe come away with some new actions to apply to their daily lives.

In these workshops, we always leave room for “f’rinstances.” This is a half hour or more at the end of the workshop when participants can ask about specific applications: “F’rinstance, there’s this guy at work….” Nine times out of ten the person posing the case . . .

Search by... Author
Show... All Results Primary Sources Peer-reviewed


An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.