Conflict management

목차 (Table of Contents)

• CONTENTS
• 1 Recognising and Resolving Conflicts = 1
• 1.1 Rift Between Company Founders = 1
• 1.2 What Is a Conflict? = 2
• 1.3 Conflicts Often Approach Quietly = 2
• 1.4 Conflict Analysis = 3
• 1.4.1 Setting Objectives in a Conflict Situation = 4
• 1.4.2 Types of Conflict = 4
• 1.4.3 Parties to the Conflict = 6
• 1.4.4 Conflict Progression and Escalation = 7
• 1.5 How to Conduct a Clarifying Conversation = 8
• 1.6 Conflicts in the Workplace : Curse or Blessing? = 9
• 1.6.1 Risks Arising from Conflicts = 9
• 1.6.2 Uses of Conflicts = 10
• 1.7 Excursus : Mobbing = 11
• 1.8 Rift Between Company Founders : What Happened Next = 11
• 2 Traditional Methods of Conflict Management = 13
• 2.1 Differing Leadership Styles in the Management Team = 13
• 2.2 The Traditional Approach to Conflicts in Organisations = 14
• 2.2.1 Conflicts as Opposition Between Employer and Employee = 14
• 2.2.2 Traditional Methods of Conflict Management = 18
• 2.2.3 Conflicts as Manifestation of Power Struggles and Micro Politics = 20
• 2.2.4 Excursus : Forms of Power Usage = 21
• 2.3 The Four Basic Forms of Conflict Management in Organisations = 23
• 2.3.1 Separative Measures = 24
• 2.3.2 Issue-Related Measures = 25
• 2.3.3 Individual-Related Measures = 26
• 2.3.4 Integrative Measures = 26
• 2.4 How Do Corporations Deal with Conflicts Today? = 27
• 2.4.1 Uses and Limitations of the Traditional Methods = 28
• 2.5 Conflict Management : The Holistic View = 28
• 2.6 Differing Leadership Styles in the Management Team : What Happened Next = 29
• 3 Complementary Forms of Conflict Management = 31
• 3.1 The Difficult Boss = 31
• 3.2 Basic Complementary Forms of Conflict Management = 32
• 3.2.1 Mediation = 32
• 3.2.2 Moderation = 33
• 3.2.3 Supervision = 33
• 3.2.4 Coaching = 34
• 3.2.5 Team Development = 35
• 3.3 Organisational Development Versus Mediation? = 35
• 3.3.1 Organisational Development and Conflict Management = 36
• 3.3.2 Mediation Is Complementary to Organisational Development = 37
• 3.4 Integrative Forms of Conflict Management : Used too Rarely? = 40
• 3.4.1 Mediation Costs Time and Money = 40
• 3.4.2 Conflict Aversion = 41
• 3.4.3 Loss of Power and Control = 41
• 3.4.4 Fear of Discovery and Exposure = 42
• 3.4.5 Loss of Image Among Colleagues = 42
• 3.4.6 Lack of Know-how in Dealing with Conflicts = 42
• 3.5 Consequences of the Rare Usage of Integrative Forms of Conflict Management = 43
• 3.6 The Difficult Boss : What Happened Next = 44
• 4 Mediation = 45
• 4.1 The Performance Appraisal = 45
• 4.2 Mediation : The Origins = 46
• 4.3 The Mediation Phase Model = 48
• 4.3.1 Pre-mediation Phase = 49
• 4.3.2 Parameter Definition Phase = 51
• 4.3.3 Issue Compilation = 52
• 4.3.4 Conflict Discussion = 53
• 4.3.5 Search for a Solution = 54
• 4.3.6 Agreement = 54
• 4.3.7 Post-mediation Phase = 55
• 4.4 The Performance Appraisal : What Happened Next = 55
• 5 Mediation Techniques = 57
• 5.1 Conflict in the Sales Team = 57
• 5.2 Tensions Often Turn into Real Conflicts = 58
• 5.3 Which Forms of Communication Cause Conflicts to Escalate? = 59
• 5.4 Which Discussion Techniques Defuse Conflicts? = 61
• 5.4.1 Active Listening = 61
• 5.4.2 Paraphrasing = 62
• 5.4.3 I-Messages = 62
• 5.4.4 Meta-dialogue = 63
• 5.4.5 Goal Orientation = 63
• 5.4.6 Change of Perspective = 64
• 5.4.7 Feedback = 64
• 5.4.8 (Constructive) Reformulation = 65
• 5.5 Emotional Intelligence = 65
• 5.6 Conflict in the Sales Team : What Happened Next = 66
• 6 Questioning Techniques = 69
• 6.1 When Is One Allowed to Smoke? = 69
• 6.2 The Answer Depends on the Question Formulation = 70
• 6.3 The Three Levels of Mediation Questioning Techniques = 71
• 6.3.1 Mediation Approach = 71
• 6.3.2 Question Forms = 73
• 6.3.3 Questioning Methodology = 76
• 6.4 When Is One Allowed to Smoke? What Happened Next = 77
• 7 Conflict Prevention = 79
• 7.1 Everyday Disputes in the Office = 79
• 7.2 Productive and Unproductive Conflicts = 80
• 7.3 Conflict Prevention Through Communication Structure Configuration = 81
• 7.3.1 Formal Communication Structures = 81
• 7.3.2 Other Structural Forms of Communication = 83
• 7.4 Conflict Prevention Through Discussion and Expectation Management = 83
• 7.5 Conflict Prevention Through Self-Reflection and Personal Development = 85
• 8 Setting Up an Inhouse Conflict Management System = 89
• 8.1 A Pharmaceutical Company Improves Internal Cooperation = 89
• 8.2 What Is the Purpose of an Inhouse Conflict Management System? = 89
• 8.3 The Core Elements of an Internal Conflict Management System = 90
• 8.3.1 Internal Conflict Managers = 91
• 8.3.2 The Role of Management = 91
• 8.3.3 Information and Internal Marketing = 92
• 8.4 Guidelines for the Implementation of Cooperative Conflict Management = 93
• 8.4.1 Concept Phase = 94
• 8.4.2 Steering Committee = 95
• 8.4.3 Analysis = 95
• 8.4.4 Training of Internal Mediators and Executives = 97
• 8.4.5 Information and Internal Marketing = 98
• 8.4.6 Putting Mediation and Peer Group Supervision into Effect = 98
• 8.4.7 Establishment in the Organisation = 99
• 8.4.8 Ongoing Monitoring = 99
• 8.5 A Pharmaceutical Company Improves Internal Cooperation : What Happened Next = 100
• 9 Establishment of Mediation Facilities Within an Enterprise : Two Case Studies = 101
• 9.1 Establishment of Mediation Facilities in a Bank = 101
• 9.1.1 Project Background = 101
• 9.1.2 Concept Phase = 102
• 9.1.3 Steering Committee = 103
• 9.1.4 Analysis = 104
• 9.1.5 Training of Internal Mediators and Executives = 104
• 9.1.6 Information and Internal Marketing = 105
• 9.1.7 Putting Mediation and Peer Group Supervision into Effect = 107
• 9.1.8 Establishment in the Organisation = 107
• 9.1.9 Ongoing Monitoring = 108
• 9.2 Establishment of Mediation Facilities in a Hospital = 108
• 9.2.1 Project Background = 108
• 9.2.2 Concept Phase : Steering Committee : Training of Internal Mediators = 110
• 9.2.3 Analysis = 110
• 9.2.4 Information and Internal Marketing = 111
• 9.2.5 Putting Mediation and Peer Group Supervision into Effect = 111
• 9.2.6 Establishment in the Organisation = 113
• 9.2.7 Ongoing Monitoring = 113
• 10 Check Lists, Mediation Agreement, Codes of Conduct = 117
• 10.1 Key One-on-One Interview Questions for Assignment Clarification = 117
• 10.1.1 Questions About the Problem = 117
• 10.1.2 Organisational Questions／Framework Conditions = 117
• 10.2 The Mediation Process = 118
• 10.3 Debriefing and Quality Control = 118
• 10.4 Mediation Agreement(Sample) = 119
• 10.5 Ethical Guidelines of the Austrian Mediation Network = 120
• 10.6 European Code of Conduct for Mediators = 124
• 10.6.1 Competence, Appointment and Fees of Mediators and Promotion of Their Services = 124
• 10.6.2 Independence and Impartiality = 124
• 10.6.3 The Mediation Agreement, Process, Settlement and Fees = 125
• 10.6.4 Confidentiality = 126
• Summary = 127
• Glossary = 129
• References = 133