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New PDF release: Becoming a Conflict Competent Leader: How You and Your

By Craig E. Runde

ISBN-10: 0787984701

ISBN-13: 9780787984700

ISBN-10: 0787987492

ISBN-13: 9780787987497

Changing into a clash efficient chief combines learn, conceptual versions, practitioner adventure, and tales that spotlight the middle clash abilities. The e-book underscores the significance for leaders to improve the severe abilities they should support them, their colleagues, and their corporations deal extra successfully with clash and circulation their organisations ahead.

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Additional resources for Becoming a Conflict Competent Leader: How You and Your Organization Can Manage Conflict Effectively

Example text

Active and Passive Responses. Both constructive and destructive behaviors can manifest as active or passive responses. Active responses involve some kind of overt action on the part of a person, whereas a passive response may involve withholding a particular action. An active constructive behavior might be taking the first step to break an impasse; a passive constructive behavior might be taking a time out to let emotions cool down before talking further. c02 8/31/06 8:59 AM Page 31 UNDERSTANDING CONFLICT DYNAMICS 31 responses, like lashing out in anger.

In addition, there is always the possibility of losing on the merits, which can cost a great deal more. Workplace conflict can lead to an even more extreme problem: workplace violence. The National Institute of Occupational Safety and Health (1997) estimates that more than one million workers are assaulted each year at work. A significant number of these assaults come from disgruntled customers, patients, coworkers, and employees. c01 8/31/06 14 8:59 AM Page 14 BECOMING A CONFLICT COMPETENT LEADER to their coworkers can be enormous and can increase the costs associated with retention, absenteeism, and health care.

Everyone is aware of common ways in which they differ from other people. These could be different thoughts about strategic directions or tactics, perceptions about resource allocations, and opinions on organizational structure and individual responsibility. How do these arise? Some may come from people having different amounts of information or understanding about a problem. Some can stem from naturally competing interests—departments competing for resources or individuals competing for promotions, for example.

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Becoming a Conflict Competent Leader: How You and Your Organization Can Manage Conflict Effectively by Craig E. Runde


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