Making Conflict Work: Harnessing the Power of Disagreement - Softcover

“This book is a necessity . . . Read it.” —Leymah Gbowee, 2011 Nobel Peace Prize laureate and Liberian peace activist
 
“Innovative and practical.” —Lawrence Susskind, cofounder, Program on Negotiation, Harvard Law School
 
Every workplace is a minefield of conflict, and all office tension is shaped by power. This book teaches you to identify the nature of a conflict, determine your power position relative to anyone opposing you, and to use the best strategy for achieving your goals. These strategies are equally effective for executives, managers and their direct reports, consultants and attorneys—anyone who has ever had a disagreement with someone in their organization. Packed with helpful self-assessment exercises and action plans, Making Conflict Work gives you the tools you need to achieve greater satisfaction and success.

“Navigating conflict effectively is an essential component of leadership. Making Conflict Work illustrates when to compromise and when to continue driving forward.” —Honorable David N. Dinkins, 106th mayor of the City of New York
 
“An excellent workbook-like guide.” —Booklist, starred review
 
Peter T. Coleman is a professor at Columbia University’s Teachers College and the Earth Institute and the director of Columbia’s International Center for Cooperation and Conflict Resolution. He is an experienced consultant whose clients include IBM, Citibank, the United Nations, and the U.S. State Department.
 
Robert Ferguson is a psychologist and executive coach who has provided consulting, conflict resolution, mediation, and leadership training to organizations such as Credit Suisse USA, Merrill Lynch, and Aegon.