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Conflict is a persistent fact of organizational life. Much of it, however, rarely becomes public and instead is expressed `behind the scenes' in such forms as avoidance, toleration, gossip and vengence. This book takes examples from a number of organizational settings and makes the case that far from being an occasional occurrence, conflict is embedded in their very fabric. The authors go on to illustrate the frequency of conflict, show how conflicts are actually handled and suggest that these conflicts can be better managed for organizational effectiveness.
Conflict is a persistent fact of organizational life. Much of it, however, rarely becomes public and instead is expressed 'behind the scenes' in such forms as avoidance, toleration, gossip, and vengence. This book takes examples from a number of organizational settings and makes the case that far from being an occasional occurrence, conflict is embedded in their very fabric. The authors go on to illustrate the frequency of conflict, show how conflicts are actually handled and suggest that these conflicts can be better managed for organizational effectiveness.
Conflict is a persistent fact of organizational life. Much of it, however, rarely becomes public and instead is expressed `behind the scenes' in such forms as avoidance, toleration, gossip and vengence. This book takes examples from a number of organizational settings and makes the case that far from being an occasional occurrence, conflict is embedded in their very fabric. The authors go on to illustrate the frequency of conflict, show how conflicts are actually handled and suggest that these conflicts can be better managed for organizational effectiveness.
Throughout extant literature, there is a great deal of research on organizational change and organizational conflict; however, the two have rarely been studied together. Even less frequently studied is the existence and impact of hidden conflict during an organizational change. This study seeks to explore the meeting of these bodies of literature through the use of qualitative methods. Fifteen interviews were triangulated with artifact data and participant observation to examine hidden conflict during an organizational change in a student organization of a large, southern university. The organization studied had a long history of grassroots student leadership. However, per a directive of university administration, this pattern shifted. In order to comply with the new directive, the student leadership Council of the organization begrudgingly changed their structure. Many organizational members challenged the process taken to implement this change, not only because of the structural alteration it represented, but also for the lack of student input in developing the change plans. This study revealed that throughout the change process, organizational members used hidden conflict strategies extensively. These individuals aimed their hidden conflict behaviors at other organizational members in protest of others0́9 opinions of the change initiative. The use of hidden conflict behaviors had a significant impact on the change process and the efficacy of the organization as a whole. Most of the hidden conflict behaviors displayed are already identified in extant literature; however, this study also revealed new expressions of hidden conflict. In addition, this research explored the implications of emotion during an organizational change and the link between hidden conflict and resistance.
"Resolving Personal and Organizational Conflicts and Disputes offers specific methods for assisting disputing parties to communicate their problems without sinking into the twin traps of demonization and victimization. In addition, the authors show how to encourage people and organizations in conflict to identify new ways of sustaining supportive relationships and transforming anger into awareness, dialogue, and reconciliation."--BOOK JACKET.
Comprised of a series of lectures sponsored by the National Communication Association and the Smithsonian Associates in Washington DC, this book contains the research of leading communication scholars working on conflict theory and practice.
Here is a completely updated edition of the best-selling Resolving Conflicts at Work. This definitive and comprehensive work provides a handy guide for resolving conflicts, miscommunications, and misunderstandings at work and outlines the authors’ eight strategies that show how the inevitable disputes and divisions in the workplace actually provide an opportunity for greater creativity, productivity, enhanced morale, and personal growth. This new edition includes current case studies that put the focus on leadership, management, and how organizations can design systems to change a culture of avoidance into a culture of creative conflict. The result is a more practical book for today’s companies and the people who work in them.
Challenging the common belief that conflict in groups and organizations should be prevented or resolved to maintain or enhance performance, Using Conflict in Organizations offers an alternative perspective by presenting the increasing knowledge on how conflict can enhance individual achievement, the quality of group decision-making and productivity in organizations. Part One provides a general framework which links conflict management to performance and shows how this relationship can be understood. The second and third parts develop and illustrate this framework in a series of thematic chapters. Part Two focuses on performance following intragroup conflict, covering topical areas such as dissent, groupthink a
In Work with Me!, author Gini Graham Scott presents her proven conflict resolution model-first outlined in her popular book Resolving Conflict and now in Disagreements, Disputes and All-out War. Here she applies this model to the workplace, guiding readers on how to manage emotions and use logic and intuition to resolve common problems on the job. Written for everyone within an organization-workers, managers, supervisors, human resource directors , and CEOs-this book offers the tools needed for taking charge of workplace conflicts and developing the skills to: -Conquer emotional barriers to resolving conflicts -Overcome common communication problems -Recognize the organizational and political factors that can create friction -Identify individual interests, needs, and wants that drive conflict situations -Deal with difficult people -Apply a variety of conflict and negotiation styles -Brainstorm ideas to generate resolution alternatives -Visualize optimal outcomes