Managing conflict at work
Review by Lindsay Wittenberg
www.lindsaywittenberg.co.uk
At a time when recent research shows that conflict in the workplace and tensions at work are on the increase, this is a very timely book, providing a thorough yet accessible, practical and easy-to-read treatment of the subject.
Johnson and Keddy say that the topic is not given the attention it deserves and that too much of a focus is often put on the high end of resolving disputes, such as formal mediation, rather than preventive conflict management. The recognition and channeling of the type of conflict that the authors describe as being ‘healthy' is also often given little attention. The book addresses these gaps, considering the full scope of conflict management; from preventing or at least minimising the risk of conflict occurring, through to facing employment tribunals and managing the aftermath.
The authors' broad knowledge of managing conflict at work is transformed into a clear structure combined with pragmatic advice and insights. As a result the book is novel, persuasive and readable. It is packed with often simple and practical tips and techniques (what the authors describe as ‘micro-tools') and is complemented by a wide range of case study examples that many readers will be able to relate to. The point is made convincingly that disputes often start with what may appear to others to be quite trivial matters but can quickly escalate if they are not dealt with effectively.
The authors bring in a wide range of memorable illustrations and metaphors that can be easily remembered, such as the Golden Hour concept for tackling emerging disputes, and draw on experience gained by Jackie Keddy and her colleagues whilst serving at the sharp end as police officers in the Metropolitan Police. The book is accompanied by an extensive range of ready-to-use templates and case studies and is supported by a dedicated website, providing information and downloads referred to in the book, as well as videos and podcasts.
Overall, this is a compelling, engaging and sometimes humorous guide delivering highly practical treatment of a critically important subject. This book should be a part of the essential library of any HR professional or line manager. Highly recommended.
Lindsay Wittenberg is Managing Director of Lindsay Wittenberg Ltd. Her executive coaching and development practice specialises in conflict, leadership and career development for executives, managers, doctors and lawyers faced with dilemmas, tensions, complexity and uncertainty. Lindsay's career started in HR with Marks and Spencer. She was formerly Chief Operating Officer of an executive talent management company and Founder of human rights pressure group Luxembourg 35s, leading a multinational team to drive forward positions of influence with parliamentarians and Ministers in Europe and the Soviet Union, and thus helping to resolve complex political- humanitarian conflicts.
www.lindsaywittenberg.co.uk
At a time when recent research shows that conflict in the workplace and tensions at work are on the increase, this is a very timely book, providing a thorough yet accessible, practical and easy-to-read treatment of the subject.
Johnson and Keddy say that the topic is not given the attention it deserves and that too much of a focus is often put on the high end of resolving disputes, such as formal mediation, rather than preventive conflict management. The recognition and channeling of the type of conflict that the authors describe as being ‘healthy' is also often given little attention. The book addresses these gaps, considering the full scope of conflict management; from preventing or at least minimising the risk of conflict occurring, through to facing employment tribunals and managing the aftermath.
The authors' broad knowledge of managing conflict at work is transformed into a clear structure combined with pragmatic advice and insights. As a result the book is novel, persuasive and readable. It is packed with often simple and practical tips and techniques (what the authors describe as ‘micro-tools') and is complemented by a wide range of case study examples that many readers will be able to relate to. The point is made convincingly that disputes often start with what may appear to others to be quite trivial matters but can quickly escalate if they are not dealt with effectively.
The authors bring in a wide range of memorable illustrations and metaphors that can be easily remembered, such as the Golden Hour concept for tackling emerging disputes, and draw on experience gained by Jackie Keddy and her colleagues whilst serving at the sharp end as police officers in the Metropolitan Police. The book is accompanied by an extensive range of ready-to-use templates and case studies and is supported by a dedicated website, providing information and downloads referred to in the book, as well as videos and podcasts.
Overall, this is a compelling, engaging and sometimes humorous guide delivering highly practical treatment of a critically important subject. This book should be a part of the essential library of any HR professional or line manager. Highly recommended.
Lindsay Wittenberg is Managing Director of Lindsay Wittenberg Ltd. Her executive coaching and development practice specialises in conflict, leadership and career development for executives, managers, doctors and lawyers faced with dilemmas, tensions, complexity and uncertainty. Lindsay's career started in HR with Marks and Spencer. She was formerly Chief Operating Officer of an executive talent management company and Founder of human rights pressure group Luxembourg 35s, leading a multinational team to drive forward positions of influence with parliamentarians and Ministers in Europe and the Soviet Union, and thus helping to resolve complex political- humanitarian conflicts.
Published by Kogan Page, ISBN: 0749459522; Hardcover; 288pp.; RRP £24.95.
www.managingconflictatwork.com
Created on: 18-Nov-10 16:03
By: Lindsay Wittenberg
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