Managing Conflict with Direct Reports E-Book

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Serie: J-B CCL (Center for Creative Leadership)
• Sprache: Englisch

Seitenzahl: 33

Veröffentlichungsjahr: 2011

Beschreibung

Conflict is inevitable when people work together, and it'sone of the most difficult challenges facing managers. Butit's a challenge that successful leaders learn to address.Managers who develop an understanding of difference withoutjudgment and are willing to see more than one perspective orsolution are in a good position to manage conflict with theirdirect reports. Conflict between managers and direct reportshighlights a power relationship and affects the workitself--the tasks for which managers and direct reports shareresponsibility. Managers who look to see both sides of conflict canresolve it, but it means assessing the differences betweenthemselves and their direct reports and finding out how thosedifferences affect the conflict.After assessing those differences, managers can devise a plan touse before, during, and after a conflict resolution session. Theywill be better prepared to understand emotions that can triggerconflict, to clarify performance expectations so their directreports know what's expected of them, and to provide ongoingfeedback for the support and development of their direct reports.

Leseprobe

Contents

Conflict and Resolution

Conflict with Direct Reports Is a Special Case

Managing the Relationship

Managing the Work

A Process for Managing Conflict

Recognizing Both Sides of the Conflict

Preparing for a Conflict Resolution Session

During the Conflict Resolution Session

After the Conflict Resolution Session

Managing Conflict for Success and Development

Suggested Readings

Background

Key Point Summary

Lead Contributors

IdeasIntoActionGuidebooks

Aimed at managers and executives who are concerned with their own and others’ development, each guidebook in this series gives specific advice on how to complete a developmental task or solve a leadership problem.

LEAD CONTRIBUTORS Barbara Popejoy Contributors CONTRIBUTORS Talula Cartwright Chris Ernst Elinor Johnson Daryl Anne Kline Davida Sharpe GUIDEBOOK ADVISORY GROUP Victoria A. Guthrie Cynthia D. McCauley Ellen Van Velsor DIRECTOR OF PUBLICATIONS Martin Wilcox EDITOR Peter Scisco WRITER Robert Bixby DESIGN ANDLAYOUT Joanne Ferguson CONTRIBUTING ARTISTS Laura J. Gibson Chris Wilson, 29 & Company

Copyright ©2002 Center for Creative Leadership.

All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher.

CCL No. 418

ISBN-13: 978-1-882197-73-6

ISBN-10: 1-882197-73-9

Center for Creative Leadership

Post Office Box 26300

Greensboro, North Carolina 27438-6300

336-288-7210 • www.ccl.org/publications

pfeiffer.com/go/cclguidebooks

The Ideas Into Action Guidebook Series

This series of guidebooks draws on the practical knowledge that the Center for Creative Leadership (CCL®) has generated in the course of more than thirty years of research and educational activity conducted in partnership with hundreds of thousands of managers and executives. Much of this knowledge is shared—in a way that is distinct from the typical university department, professional association, or consultancy. CCL is not simply a collection of individual experts, although the individual credentials of its staff are impressive; rather it is a community, with its members holding certain principles in common and working together to understand and generate practical responses to today’s leadership and organizational challenges.

The purpose of the series is to provide managers with specific advice on how to complete a developmental task or solve a leadership challenge. In doing that, the series carries out CCL’s mission to advance the understanding, practice, and development of leadership for the benefit of society worldwide. We think you will find the Ideas Into Action Guidebooks an important addition to your leadership toolkit.

Executive Brief

Conflict is inevitable when people work together, and it’s one of the most difficult challenges facing managers. But it’s a challenge that successful leaders learn to address. Managers who develop an understanding of difference without judgment and are willing to see more than one perspective or solution are in a good position to manage conflict with their direct reports.

Conflict between managers and direct reports highlights a power relationship and affects the work itself—the tasks for which managers and direct reports share responsibility. Managers who look to see both sides of conflict can resolve it, but it means assessing the differences between themselves and their direct reports and finding out how those differences affect the conflict.

After assessing those differences, managers can devise a plan to use before, during, and after a conflict resolution session. They will be better prepared to understand emotions that can trigger conflict, to clarify performance expectations so their direct reports know what’s expected of them, and to provide ongoing feedback for the support and development of their direct reports.

Conflict and Resolution

Conflict occurs when people possess or express contrary values, interests, goals, orientations, principles, or feelings. Resolving conflict in any circumstance can be extremely difficult because of those differences. But there’s little disagreement on one point—managers consistently rank the ability to effectively deal with conflict near the top of essential leadership skills.