Productive Conflict With Frank DeDominicis and DiSC Segment 3 of 3
an explicit focus of discussion will not only underscore the seriousness of the problem, it will also make the negotiations less reactive and more “pro-active.” Freed from the burden of unexpressed emotions, people will become more likely to work on the problem.
Roger Fisher, William L. Ury, Bruce Patton • Getting to Yes: Negotiating Agreement Without Giving In
Think about senior leaders in a large company squabbling over how a limited budget will be allocated, and you’ll have a good idea of where Conflicts come from. If $1 million is allocated to one VP, that means all of the other VPs can’t use it, so they protest—corporate politics at its best. One of the things that make interpersonal Conflict challen
... See moreJosh Kaufman • The Personal MBA: A World-Class Business Education in a Single Volume
Ironically, teams that avoid ideological conflict often do so in order to avoid hurting team members' feelings, and then end up encouraging dangerous tension. When team members do not openly debate and disagree about important ideas, they often turn to back-channel personal attacks, which are far nastier and more harmful than any heated argument ov
... See morePatrick M. Lencioni • The Five Dysfunctions of a Team, Enhanced Edition: A Leadership Fable (J-B Lencioni Series)
One of the most serious roadblocks to effective interpersonal communication (and, by default, organizational communications effectiveness) is that most people are terrible at dealing with any kind of difficult or stressful conversation. Whether at work, at home, or just trying to navigate in the world, people are faced with numerous situations that
... See moreJohn Spence • Awesomely Simple: Essential Business Strategies for Turning Ideas Into Action
Combatants—be they arguing spouses or battling coworkers—have to determine why this fight has emerged and what is fueling it, as well as the stories they are all telling themselves about why this conflict persists. They need to work together to determine if there are any “zones of possible agreement,” and have to arrive at a mutual understanding ab
... See moreCharles Duhigg • Supercommunicators: How to Unlock the Secret Language of Connection
Author: I realize it would serve me well if I would stop telling my story as if I am a victim (in order to cope). 2. Actor: I need to have an honest conversation with my manager about my role in the project (in order to connect). 3. Agent: I will ask others on the team if they are having a similar experience right now (in order to create). 4. Activ
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