Welcome to JobsEZ.com - Information on Work at home job opportunities

By Kenneth Cloke and Joan Goldsmith Jossey-Bass Publishers, 2000, 248 pages, ISBN: 0-7879-5059-9.

Conflict occurs for a variety of reasons, including a lack of communication, a misunderstanding, a failure to meet expectations and stress. Although workplace conflict frequently happens, many companies fail to resolve it and must suffer the consequences. In a worst case scenario, unresolved conflict can lead to litigation, strikes, poor morale, loss of important relationships, reduced opportunities for learning and change or all of the above. Written by two conflict resolution experts, this book provides a blueprint for resolving conflict.

The book is divided into eight chapters. Each chapter is a step, or "path" as the authors call them, that will lead from impasse to transformation. The authors use the term "paths" to encourage a state of mind that is exposed to openness, possibility and curiosity.

First, employees should understand their corporate culture and the context of conflict. Second, they should listen with their hearts. Third, they should embrace and acknowledge emotions. Fourth, they should search for hidden meanings and not just examine what is on the surface. Fifth, employees should separate what matters from what is in the way. Sixth, they must learn from difficult behaviors. Seventh, they should work to solve problems creatively and negotiate collaboratively. Finally, they should explore resistance and "mediate before [they] litigate."

Chapter 1 sets the stage for resolving conflict. In this chapter, the language of conflict is examined. Each person must scrutinize his surrounding culture whether it is school, work or home. Many people are raised to dismiss or avoid conflict, and this attitude can carry over into the workplace. Furthermore, as a society, we are saturated with images of aggression that either unwittingly encourage conflict or at least discourage the honest communication necessary to deal with it.

Chapter 4 explores the hidden agendas or meanings behind conflict. Using an iceberg or a pyramid as a model, the authors discuss facing what is beneath the surface of conflict. People embroiled in conflict may not realize that their conflict could stem from past issues that were not resolved and from hidden expectations. Likewise, self-perceptions and self-esteem, different emotions and different personalities also play a role in conflict. This chapter includes a suggested list of questions for delving below the surface.

Chapter 7 covers strategies for creative problem-solving. By first recognizing that there is a problem, organizations can then attempt to solve it by defining, clarifying and analyzing the problem. Then, they should develop solutions that satisfy both sides. Finally, they should evaluate the results and acknowledge the effort.