Managing Conflict with Your Boss E-Book

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

Seitenzahl: 32

Veröffentlichungsjahr: 2011

Beschreibung

As individuals, we can be creative and ambitious in our personallives and in our professional lives. But individual effortscan't always match the energy and productivity of a group.Cultures, societies, clubs, schools, and militaries arose out ofour need to band together for mutual support. Organizations werecreated to deal more effectively with the environment--boththe natural world and the world of work. But there is a trade-offwhen we move from individual contributions to group efforts: therelationships necessary for working together can spawnconflict.In organizations, tensions between individuals need to be defused,or focused in order to find productive solutions to problems. Thisis especially critical when conflict arises between people atdifferent levels in the organization, such as when you are having aconflict with your boss. These tensions aren't easy tohandle. Conflict can generate discomfort, anger, and ineffectivebehavior. Feelings such as fear and resentment can rise to thesurface. Organizational issues such as unclear lines of authority,power, politics, and ineffective support systems also come intoplay.Although these internal and external factors create a rich andcomplicated landscape for conflict to flourish, a conflict withyour boss doesn't necessarily spell the end of your careerwith an organization. There are steps you can take to gainperspective on conflict and to manage the conflict so that itfocuses your energy and your boss's energy on the needs ofthe organization, moving both of you toward a more productiveworking relationship.

Leseprobe

Contents

Executive Brief

What Is Conflict?

Why Managing Conflict Is Important

Managing Conflict with Your Boss

Clarifying Expectations

Sharpening Your View

Lessons of Experience

Seven Steps toward Managing Conflict

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 Davida Sharpe   Elinor Johnson CONTRIBUTORS Talula Cartwright   Daryl Anne Kline   Barbara Popejoy   Ellen Van Velsor GUIDEBOOK ADVISORY GROUP Victoria A. Guthrie   Cynthia D. McCauley DIRECTOR OF PUBLICATIONS Martin Wilcox EDITOR Peter Scisco WRITER Robert Bixby DESIGN AND LAYOUT 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. 416

ISBN-13: 978-1-882197-70-5

ISBN-10: 1-882197-70-4

Center for Creative Leadership

Post offiCe Box 26300

GreensBoro, north CaroLina 27438-6300

336-288-7210

www.ccl.org/publications

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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

As individuals, we can be creative and ambitious in our personal lives and in our professional lives. But individual efforts can’t always match the energy and productivity of a group. Cultures, societies, clubs, schools, and militaries arose out of our need to band together for mutual support. Organizations were created to deal more effectively with the environment—both the natural world and the world of work. But there is a trade-off when we move from individual contributions to group efforts: the relationships necessary for working together can spawn conflict.

In organizations, tensions between individuals need to be defused, or focused in order to find productive solutions to problems. This is especially critical when conflict arises between people at different levels in the organization, such as when you are having a conflict with your boss. These tensions aren’t easy to handle. Conflict can generate discomfort, anger, and ineffective behavior. Feelings such as fear and resentment can rise to the surface. Organizational issues such as unclear lines of authority, power, politics, and ineffective support systems also come into play.