nach oben

2016 | Buch

Kapitel lesen Erstes Kapitel lesen

Conflict Management

verfasst von: Stephan Proksch

Verlag: Springer International Publishing

Buchreihe : Management for Professionals

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Wirtschaft"

Einloggen, um Zugang zu erhalten

Über dieses Buch

This book draws on a wide range of practical examples to describe how conflicts within organisations are traditionally managed and the complementary conflict management methods that can be employed. Stephan Proksch clearly explains these innovative methods and their potential applications. The central focus is on mediation as an effective form of conflict resolution. Discussion and questioning techniques as conflict management tools are explained in simple and concise terms.

Inhaltsverzeichnis

Frontmatter

1. Recognising and Resolving Conflicts

Abstract

This chapter introduces the subject matter of the book, conflict management in the workplace. I explain what a conflict is, how to recognise one, how a conflict situation can be analysed, which problems can arise from conflicts and the uses that they have. I also make some initial recommendations for dealing with difficult discussions.

Stephan Proksch

2. Traditional Methods of Conflict Management

Abstract

In this chapter I explain the traditional approach to conflicts in organisations, which still defines the view of many managers today, and the traditional way of resolving conflicts. This is connected to the phenomenon of power in organisations and its positive and negative manifestations. Subsequently, the four fundamental forms of dealing with conflicts—separative, issue-related, individual-related and integrative forms—are developed and their benefits and limitations described.

Stephan Proksch

3. Complementary Forms of Conflict Management

Abstract

In this chapter I introduce the complementary methods of conflict management, namely the individual-related and the integrative forms. I consider the following methods to fall within these areas: mediation, moderation, supervision, coaching and team development. I explain their respective scopes of application as well as how they differ from mediation as a central approach to conflict management. Finally, I look at mediation as a new field in organisational development.

Stephan Proksch

4. Mediation

Abstract

This chapter provides an introduction to the primary method of conflict management, mediation. I present an overview of the historical roots of mediation and explain the phase model, the structural framework underlying the process which guides the course of action taken by the mediator. This model is helpful for managers, project managers or employees in finding a swift and sustainable solution to a conflict in a given situation. The phases are referred to as the parameter definition phase, issue compilation, conflict discussion, solution finding and agreement. These five steps are preceded by a preparatory phase (pre-mediation) and end with a follow-up phase (post-mediation), which serve to ensure the success of the process.

Stephan Proksch

5. Mediation Techniques

Abstract

This chapter describes the mechanisms which lead to conflict escalations and the forms of communication that contribute to them. I also explain which techniques you can, on the other hand, use to defuse conflicts: paraphrasing, active listening, I-messages, meta-dialogue, goal orientation, feedback, change of perspective and reformulation. I describe the characteristics of these techniques and explain when they can be employed. In the process, I distinguish between non-transformative and transformative techniques. To conclude, I describe an important prerequisite for correct utilisation of the techniques: emotional intelligence.

Stephan Proksch

6. Questioning Techniques

Abstract

In the following chapter, I introduce the basic principles of the questioning techniques that can be employed in normal and difficult discussions. The three levels of mediation questioning techniques are described: the approach, the question form and the questioning methodology. I discuss the most important questions, using concrete examples, and look at how and in which ways these questions can be methodically used in conducting mediation discussions.

Stephan Proksch

7. Conflict Prevention

Abstract

This section addresses the three main areas which play a role in preventing destructive conflicts. Effective conflict prevention measures can be taken on a structural, a communicative and a personal level. Fundamental links are explained and concrete options for potential courses of action suggested. At the beginning of the chapter, I put forward a distinction between productive and unproductive conflicts.

Stephan Proksch

8. Setting Up an Inhouse Conflict Management System

Abstract

This chapter deals with the ways in which companies and organisations can implement a conflict management system in order to sustainably improve the communication and conflict culture. I describe the three most important pillars of an internal conflict management system and explain practical guidelines for its systematic introduction in eight steps.

Stephan Proksch

9. Establishment of Mediation Facilities Within an Enterprise: Two Case Studies

Abstract

In this chapter I describe two organisations, a bank and a hospital, which we advised in setting up internal mediation facilities. The implementation process outlined follows the same structure as that described in Chap. 8. In the accounts given, I have endeavoured to take the specific characteristics of the organisations into consideration while explaining the process in such a way that the experience gained can be applied to other enterprises.

Stephan Proksch

10. Check Lists, Mediation Agreement, Codes of Conduct

Abstract

Why have you decided to engage us?/how did you hear about us?

Stephan Proksch

Backmatter

Titel: Conflict Management
verfasst von: Stephan Proksch
Verlag: Springer International Publishing
Electronic ISBN: 978-3-319-31885-1
Print ISBN: 978-3-319-31883-7
DOI: https://doi.org/10.1007/978-3-319-31885-1