Raines masterfully blends the latest empirical research on workplace conflict with practical knowledge, skills, and tools to effectively manage and prevent a wide range of conflict episodes. This is a highly applicable top shelf book that will assist anyone from the aspiring manager to top level management and leadership in the public, private, and nonprofit sectors. It will also be a fast favorite of professors, trainers, and students of business and conflict management.
– Brian Polkinghorn, Distinguished Professor, Center for Conflict Resolution, Salisbury University.
With her broad dispute resolution, teaching, and editing experience, Susan Raines is uniquely qualified to organize what is known about conflict management in the workplace. She has succeeded in providing private, public, and nonprofit managers with accessible concepts and tools to deal effectively with the internal and external conflicts they must confront every day. Essential reading for all managers!
– Alan E. Gross, senior director, training coordinator, New York Peace Institute
After reading an advance copy of Raine s impressive book, I can t wait to begin to use it as a seminal text in my classes in organizational conflict. I am amazed at her ability to cover so well such disparate subjects as systems design, public policy disputes, small and large group processes, customer conflicts, conflicts in a unionized environment, and conflicts within regulatory contexts. Her user–friendly writing style is enhanced by her salient examples of exemplary and mistake–laden practices within public and private sector organizations. A must–read for scholars, students, and practitioners interested in organizational conflict.
– Neil H. Katz, professor, Conflict Analysis and Resolution, Nova–Southeastern University
Conflict management skills are essential to a manager s success. Raines, a leading scholar and practitioner, provides a comprehensive and strategic new guide to these critical skills and how to use them in any organization.
– Lisa Blomgren Bingham, Keller–Runden Professor of Public Service, School of Public and Environmental Affairs, Indiana University
Figures and Tables ix
PART ONE Conflict Management Knowledge and Skills 1
ONE Manager Know Thyself 5
TWO Theory to Practice 33
THREE The Power of Negotiation 69
FOUR The Alternative Dispute Resolution Process Continuum 97
PART TWO Preventing and Resolving Internal Conflict 131
F I V E Causes and Cures for Employee Turnover 133
S I X Building Successful Teams and Organizations 165
SEVEN Conflict Management in Unionized Environments 199
EIGHT Designing Disputing Systems for Organizations 227
PART THREE Preventing and Resolving External Conflicts 267
NINE Prevention and Resolution of Conflicts with Clients, Customers, and Vendors 269
TEN Case Studies of Organizational Success Through Exemplary Customer Conflict Management 293
PART FOUR Collaboration and Conflict Management Between Regulators and the Regulated 315
ELEVEN Public Policy Decision Making and Collaboration 317
TWELVE Designing and Facilitating Effective Large–Group Processes 353
About the Author 445