The Essential Guide to Workplace Mediation and Conflict Resolution: Rebuilding Working Relationships | by Nora Doherty and Marcelas Guyler | ISBN: 9780749450199. Conflict Management Skills. Mediation Skills. THE SIX-STEP MODEL OF MEDIATION. INTERPERSONAL CONFLICT STYLES AND TACTICS
The Essential Guide to Workplace Mediation and Confliect Resolution: Rebuilding Working Relationships
by Nora Doherty and Marcelas Guyler
ISBN:9780749450199
By exploring what mediation is, why it is necessary and how it works, this book analyzes the reasons for conflict and suggests useful everyday communication skills to help defuse anger or aggression.
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The Essential Guide to Workplace Mediation & Conflict Resolution—Rebuilding Working Relationships
Preface
Introduction
OVERVIEW
WHY SHOULD I FIND OUT ABOUT WORKPLACE MEDIATION?
FINDING YOUR WAY AROUND THIS BOOK
INTRODUCTION: THE ESSENTIALS
Part I – Workplace Mediation
Chapter 1 – So What Exactly is Workplace Mediation?
A WORKING DEFINITION OF MEDIATION
THE UNDERLYING PRINCIPLES OF MEDIATION
WHERE DOES WORKPLACE MEDIATION COME FROM?
CHAPTER 1: THE ESSENTIALS
Chapter 2 – An Example of a Breakdown in a Workplace Relationship—Wendy and Mark
WENDY AND MARK AND A COMPLAINT OF BULLYING
SO HOW DO ORGANIZATIONS RESPOND TO CONFLICT?
CHAPTER 2: THE ESSENTIALS
Chapter 3 – Just How Does Mediation Work?
OVERVIEW
THE SIX-STEP MODEL OF MEDIATION
CONFIDENTIALITY IN MEDIATION
MEDIATION AND LEVELS OF LISTENING
CHAPTER 3: THE ESSENTIALS
Chapter 4 – Finding Your Way Around Conflict Resolution—What is Special About Mediation?
OVERVIEW
THE NATURE OF ‘CONFLICT’
THE ELEMENTS THAT CAN DIVIDE
THE PRINCIPLES THAT UNITE
DISPUTE RESOLUTION METHODS
A COMPARATIVE CONTINUUM OF WORKPLACE INTERVENTIONS
WHAT IS SPECIAL ABOUT MEDIATION?
CHAPTER 4: THE ESSENTIALS
Chapter 5 – How Mediation Can Be Used within Organizations
MEDIATION WHEN WORKING RELATIONSHIPS BREAK DOWN
MEDIATION AS AN INFORMAL RESOLUTION WITHIN PERSONNEL POLICIES
MEDIATION AFTER A FORMAL INVESTIGATION HAS TAKEN PLACE
MEDIATION AS PART OF YOUR CUSTOMER OR CLIENT COMPLAINTS PROCEDURE
CHAPTER 5: THE ESSENTIALS
Chapter 6 – Workplace Mediation for Teams
OVERVIEW
SO WHAT LIES BEHIND TEAM CONFLICT?
CONFLICT SCENARIOS: HOW WILL TEAM DYSFUNCTION BE MANIFEST?
TEAM MEDIATION IS NOT AN ‘AWAY DAY’
WHAT IS TEAM MEDIATION?
WHO SHOULD FACILITATE A TEAM MEDIATION?
WHEN TEAM MEDIATION SHOULD BE CONSIDERED AND WHEN NOT
ORGANIZING A TEAM MEDIATION
CHAPTER 6: THE ESSENTIALS
Chapter 7 – Team Mediation and Group Dynamics
LOOKING AT GROUP DYNAMICS
MEDIATION AND SUB-PERSONALITIES
DEALING WITH CULTURAL DIFFERENCES: PREJUDICES, ASSUMPTIONS AND DISCRIMINATION
MEDIATION AND GROUP SCAPEGOATING
TEAM MEDIATION AND ‘GHOST FIGURES’
CHAPTER 7: THE ESSENTIALS
Chapter 8 – Introducing Mediation into Your Workplace—Mediation Providers, Personnel Policies and Mediation Practice in the Organization
OVERVIEW
WHO IS GOING TO CARRY OUT THE MEDIATIONS?
WHERE DO YOU FIND EXTERNAL MEDIATORS?
HOW DO YOU SELECT INTERNAL MEDIATORS FROM YOUR STAFF?
WHAT TRAINING WILL INTERNAL MEDIATORS NEED?
SUPERVISION OF INTERNAL MEDIATORS
HOW WILL MEDIATION BE PART OF YOUR PERSONNEL POLICIES?
DISSEMINATION OF MEDIATION THROUGHOUT YOUR ORGANIZATION
CHAPTER 8: THE ESSENTIALS
Part II – Mediation in Action—Case Studies of Real Life Workplace Mediations
Chapter 9 – Case Studies of Workplace Mediation between Two Employees
OVERVIEW
A MEDIATION FOR A COMPLAINT OF BULLYING AGAINST A MANAGER
A MEDIATION FOR A COMPLAINT OF SEXUAL HARASSMENT
A MEDIATION BETWEEN TWO COLLEAGUES SHARING AN OFFICE AND ALLEGED RACISM
MOVING THROUGH THE EYE OF THE STORM AND THE ART OF THE IMPOSSIBLE: A MEDIATOR’S VIEW OF THE PROCESS
CHAPTER 9: THE ESSENTIALS
Chapter 10 – Case Studies of Workplace Mediation with Teams
OVERVIEW
TEAM CASE STUDY ONE: A TEAM WITH MULTIPLE PROBLEMS
TEAM CASE STUDY TWO: A MEDIATION BETWEEN SENIOR MANAGERS AND TWO TEAMS
CHAPTER 10: THE ESSENTIALS
Chapter 11 – Case Studies of Workplace Mediation for Boardroom Conflicts
MEDIATION FOR A FAMILY MANUFACTURING FIRM BETWEEN DIRECTORS — FATHER AND SON
MEDIATION FOR AN INTERNATIONAL COMPANY BETWEEN THE CHAIRMAN AND THE MANAGING DIRECTOR
CHAPTER 11: THE ESSENTIALS
Part III – The Philosophy and Processes of Mediation—In Support of Conflict Managers and Organizational Development
Chapter 12 – Why Do Conflicts Arise?—Some Universal, Individual and Interpersonal Models
STRESS, THREAT AND CONFLICT: ‘HARDWIRED FOR A FIGHT …’
STRESS AND CONFLICT IN THE CONTEMPORARY BUSINESS ENVIRONMENT OF CHANGE
INDIVIDUAL PERCEPTION, LIFE-STANCES AND CONFLICT
PERSONAL RESPONSES TO CONFLICT: PASSIVE/AGGRESSIVE/ASSERTIVE
INTERPERSONAL CONFLICT STYLES AND TACTICS: A SUMMARY
AVOIDING NEGATIVITY FOR MEDIATORS AND CONFLICT MANAGERS
CHAPTER 12: THE ESSENTIALS
Chapter 13 – Why and How Should Managers Respond to Conflict?
OVERVIEW
‘CONFLICT COSTS’: MANAGING CONFLICT EFFECTIVELY SAVES MONEY
ANGER AND HOW TO HANDLE IT
MANAGING YOUR MIND-TALK
REFRAMING INFLAMMATORY LANGUAGE: TURNING POISONS INTO HONEY
CHANGING AN IMPASSE INTO A WIN—WIN SOLUTION
RESOLVING EVERYDAY CONFLICTS QUICKLY WITH THE BRIEF MEDIATION™ MODEL
CHAPTER 13: THE ESSENTIALS
Chapter 14 – The Philosophy of Mediation and the Business of Empowerment
OVERVIEW
‘MAY YOU LIVE IN INTERESTING TIMES’
SO WHERE ARE ORGANIZATIONS HEADED IN THE 21ST CENTURY?
MEDIATION AND THE BUSINESS OF EMPOWERMENT
EMPOWERMENT AND RESPONSIBILITY WITHIN MEDIATION
CHAPTER 14: THE ESSENTIALS
Chapter 15 – ‘Beyond Mediation’—The Culture of Mediation and Organizational Development
MEDIATION AS A CULTURE AND THE ‘CO-ENTREPRENEURIAL’ BUSINESS
THE MEDIATION PROCESS AND ‘MEDIATED BUSINESS SOLUTIONS’
CONCLUSIONS: THE LAST WORD
CHAPTER 15: THE ESSENTIALS
Contacting the Authors
Bibliography
PART 1. MEDIATION
PART 2. CONFLICT RESOLUTION
PART 3. CONFLICT MANAGEMENT SKILLS
PART 4. PSYCHOLOGICAL/PHYSIOLOGICAL MODELS
PART 5. ORGANIZATIONAL DIMENSIONS
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