Synopses & Reviews
Praise for Becoming a Conflict Competent Leader"If workplace conflict is inevitable, becoming a conflict competent leader is one of the most valuable skill sets a leader can possess. Runde and Flanagan clearly lay out how destructive conflict can be prevented while fostering the kind of constructive debate and creative solutions which businesses need to thrive."
—Joanne McCree, former vice president, human resources, IBM
"A great book! It is full of actionable insights to turn your organization's conflict from a cost to an asset."
—Daniel Shapiro, Harvard Negotiation Project; coauthor, Beyond Reason: Using Emotions as You Negotiate
"Their ability to assimilate and describe what managers actually face in dealing with conflict is a key factor in making this book unique from others. No self-help manual on handling conflict that I've ever seen addresses the basics like this book."
—Kenneth Bradt, past president, Society of Consulting Psychologists
"Competency in managing conflict is perhaps the most under-recognized component of successful leadership. This book, once read, should remain on the shelf of every leader for handy reference."
—Dan Dana, Mediation Training Institute International; author, Managing Differences
"Craig Runde and Tim Flanagan know conflict! Better yet, they are able to guide the reader through an understanding of its dynamics from onset to resolution, thereby helping all of us to become more 'active constructive' leaders."
—Michael Katos, The Katos Group LLC
"Our personal professional development is a constant pursuit in our quest to be the best we can possibly be. Dealing with conflict is a given in any leadership position. Becoming a Conflict Competent Leader serves as a great resource for any leader to better understand and manage conflict."
—MaryEllen Elia, superintendent, School District of Hillsborough County, Tampa, Florida
Review
"… an excellent read for managers, executive, and other type of leaders who want to develop their skills and competencies." (Dispute Resolution Journal, Jul-Sep 2007)
Synopsis
Learn the conflict competencies needed by today s leaders
Drawing on research, models, experience, and stories, this book reveals the critical skills leaders need to help them, their colleagues, and their organizations deal more effectively with conflict. The book helps leaders use assessments to better understand how they approach conflict and shows leaders how to use constructive approaches to conflict. The authors detail the importance of ensuring that organizational structures support effective approaches to conflict management.
Craig E. Runde (St. Petersburg, FL) is Director of New Program Development, Leadership Development Institute, and Executive Director of Center for Conflict Studies at Eckerd College. Tim A. Flanagan (St. Petersburg, FL) is Director of Custom Programs, Leadership Development Institute at Eckerd College.
Synopsis
Becoming a Conflict Competent Leader combines research, conceptual models, practitioner experience, and stories that highlight the core conflict competencies. The book underscores the importance for leaders to develop the critical skills they need to help them, their colleagues, and their organizations deal more effectively with conflict and move their organizations forward.
Synopsis
Becoming a Conflict Competent Leadercombines research, conceptual models, practitioner experience, and stories that highlight the core conflict competencies. The book underscores the importance for leaders to develop the critical skills they need to help them, their colleagues, and their organizations deal more effectively with conflict and move their organizations forward.
Synopsis
Dealing effectively with conflict is difficult for any leader. Some try to avoid conflict and wish it would just go away, while others tend to get angry and lash out at others in ways they later regret. Poorly managed conflict creates enormous costs in the form of wasted management time, high turnover, and lawsuits. How can leaders assess how they currently handle conflict and develop the skills they need to deal with conflict more effectively?
Becoming a Conflict Competent Leader combines research, conceptual models, practitioner experience, and stories that highlight the core conflict competencies. The book underscores the importance for leaders to develop the critical skills they need to help them, their colleagues, and their organizations deal more effectively with conflict and move their organizations forward.
The book describes assessments that can give leaders insight into how they currently approach conflict and offers suggestions for becoming a conflict competent leader. Leadership experts Craig E. Runde and Tim A. Flanagan show leaders how to implement constructive approaches to conflict while avoiding ones that lead to destructive outcomes.?Becoming a Conflict Competent Leader also shows how to ensure that organizational structures support constructive approaches to conflict management and resolution.
Keep up with new developments in conflict competent leadership at the authors' Web site: www.conflictcompetentleader.com.
About the Author
Craig E. Runde is director of new program development at the Leadership Development Institute at Eckerd College, St. Petersburg, Florida.
Tim A. Flanagan is director of custom programs at the Leadership Development Institute at Eckerd College, St. Petersburg, Florida.
The Center for Creative Leadership is a nonprofit educational institution with international reach whose mission is to advance the understanding, practice, and development of leadership for the benefit of society worldwide. With campuses in Greensboro, North Carolina; Colorado Springs, Colorado; San Diego, California; Brussels; and Singapore, it conducts research, produces publications and assessment tools, and offers a variety of educational programs. The Financial Times has ranked CCL among the world's Top 5 providers of executive education. For more information, visit CCL's Web site at www.ccl.org.
Table of Contents
Foreword ix
John R. Alexander
Preface xi
1. The What and Why of Conflict Competent Leaders 1
2. Understanding Conflict Dynamics 19
3. Self-Awareness, Self-Control 37
4. Preventing Destructive Responses to Conflict 65
5. Fostering Constructive Responses to Conflict 115
6. Building Conflict Competent Organizations 167
Epilogue 187
Resources 191
References 195
The Authors 199
Index 201
About the Center for Creative Leadership 213