How to Resolve Conflict in Organizations

Table of contents

1. Cover
2. Half Title
3. Title Page
4. Copyright
5. Contents
6. List of figures
7. List of tables
8. List of checklists
9. List of commentaries
10. Acknowledgements
11. Introduction
12. 1 People Models and People Procedure
    1. Getting the angels to win
    2. Key points in this chapter
    3. Business language and people language
    4. People Models
    5. Conflict
    6. Other models of conflict resolution
    7. Not fitting the traditional mould
    8. People Procedure
    9. Stopping the Department working on Sunday
    10. The six different People Models
    11. Values
    12. Conclusion
    13. Exercises
13. 2 Relationships between organizations
    1. The computer users’ groups
    2. Key points in this chapter
    3. M&As: business language
    4. An acquisition that is on tenterhooks
    5. Research backs up the acquiring company’s approach
    6. Factors associated with job excitement
    7. The People Procedure applied to the acquisition
    8. The People Model: Partner–Ally–Friend
    9. Conflicts between the two
    10. Conflict in the voluntary sector
    11. Negotiating to Yes
    12. Four organizations merge into one: the case of the public sector
    13. Conclusion
    14. Case studies: Sir Alex Ferguson, Angela Merkel, Richard Branson
    15. Exercises
    16. Checklist 2.1 Assessing Partner–Ally–Friend
14. 3 Conflict within organizations – structure
    1. A classic framework
    2. Key points in this chapter
    3. Functional or lateral conflict
    4. The Administration and Marketing departments
    5. The People Model: the MBTI
    6. Cautions around using the MBTI
    7. Bureaucratic conflict
    8. The retail company
    9. Bargaining conflict
    10. Annihilating HR
    11. Moving on
    12. Conclusion
    13. Case study: Theresa May, British PM
    14. Exercises
    15. Checklist 3.1 The dynamic of type in the organization as a whole
    16. Checklist 3.2 Where do we need to develop as an organization?
15. 4 Conflict within organizations – teams
    1. The importance of teams
    2. Key points in this chapter
    3. The Executive Committee who never met
    4. The People Model: Inclusion–Control–Openness
    5. Humming as a team
    6. General theory of the People Model
    7. Research on teams
    8. Digging deeper into the Inclusion–Control–Openness theory
    9. The other Executive Committee
    10. Determining the main dimension
    11. Conclusion
    12. Case study: Sir Alex Ferguson
    13. Exercises
    14. Checklist 4.1 Connoisseur or Populist
    15. Checklist 4.2 Juggler or Boss
    16. Checklist 4.3 Professional or Attractor
    17. Checklist 4.4 How well does your organization meet Inclusion issues?
    18. Checklist 4.5 How well does your organization meet Control issues?
    19. Checklist 4.6 How well does your organization meet Openness issues?
16. 5 Interpersonal conflict
    1. Projection
    2. Key points in this chapter
    3. Other defence mechanisms
    4. Up the Swiss Alps
    5. Feedback from the troops
    6. The Gestalt Cycle of Experience
    7. Resistance to the Cycle of Experience
    8. Empowered leadership
    9. Other interruptions in the Cycle of Experience
    10. Different modes of dealing with conflict
    11. Conclusion
    12. Case study: Flight Centre or FCTG
    13. Exercises
    14. Checklist 5.1 The Cycle Of Experience – Individual
    15. Checklist 5.2 The Cycle of Experience – Organization
17. 6 Inner conflicts
    1. Detecting inner conflict
    2. Key points in this chapter
    3. The case of the cat
    4. The People Model: Carl Jung
    5. Back to the boss
    6. Balance between conscious and unconscious
    7. Burnout
    8. Enantiadromia
    9. The boss’ protégée
    10. Two Introverted Feeling types
    11. Individuation
    12. Conclusion
    13. Case study: Richard Branson
    14. Exercises
    15. Checklist 6.1 Development profile
18. 7 Life conflicts – individual
    1. The effective MD: the power of personality
    2. Key points in this chapter
    3. The People Procedure: putting three states together
    4. The People Model: Life Conflicts
    5. Existence
    6. Susan Wojcicki, CEO of YouTube
    7. Elevation
    8. Jeremy Moon, CEO of Icebreaker
    9. Efficacy
    10. Sadiq Khan, Mayor of London
    11. Becoming more good humoured
    12. Monitoring the three states
    13. Organizations and conflict
    14. Conclusion
    15. Case study: Steve Jobs
    16. Exercises
    17. Checklist 7.4 Existence in the organization
    18. Checklist 7.5 Elevation in the organization
    19. Checklist 7.6 Efficacy in the organization
19. 8 Applying the People Models
    1. Getting an overview
    2. Key points in this chapter
    3. Culturally preferred styles
    4. Applying a procedure
    5. Applying the People Models: politicians
    6. Barack Obama
    7. Hillary Clinton
    8. President Trump
    9. ESTP
    10. Tony Blair
    11. Conclusion
    12. Exercises
20. Index