Conflict Management by Baden Eunson

By Baden Eunson

Conflict Management is an easy-to-read and high-powered device for knowing and handling clash occasions. clash can spiral uncontrolled, but when you know the way the spiral works you'll be capable of hinder it from even beginning.

In this ebook you'll find many suggestions for dealing with clash, including:

  • planning
  • goal setting
  • compromise
  • mediation

Expert communicator Baden Eunson additionally takes an in-depth examine negotiation talents. He deals a visible and clean method of the paintings of thoughts and strategies, negotiation types, the significance of listening and wondering talents, the explanations why the site of negotiation can impact its end result, and why the word 'win-win' isn't a cliché yet a method for success.

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Additional info for Conflict Management

Sample text

Christopher Morley Compromise Compromise, or ‘splitting the difference’, is perhaps the most commonly used form of conflict resolution. Its intuitive appeal is powerful, but its weaknesses are not so apparent. Splitting the difference works fairly well in situations involving quantitative things that can be meaningfully divided, where the difference between the two sides is not large, and where there is time pressure to settle. As a tactic, however, it can cause a lot of problems. People will tend to ask for much more than they would normally, mainly because they expect the final outcome to be about halfway between what one side says it wants and what the other side says it wants.

Workflow interdependence. When the workflow is tightly coupled or closely interdependent, then all sections depend on each other. This means that all sections benefit from the efficiencies of other sections, but are vulnerable to and suffer from the inefficiencies of others. Buffering mechanisms, such as stockpiles, are less prevalent today with total quality practices such as just-in-time manufacturing and processing (whereby one sector works on the raw materials or partly processed product needed by the ‘internal customer’ in the next sector, and delivers it with a minimal amount of leeway or tolerance of delay).

In other words, in order to win, we may have to lose a little. For example, one side of a negotiation may attack so viciously that they win a great battle but lose the war. They might need to negotiate with the other side (product suppliers, housemates, spouses or countries) down the track, at which time the other side might wish to return the win–lose favour. Unless you specifically wish to humiliate the other side, always allow them to save face, for you may need to cash in the favour one day.

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