Cover -- Title Page -- Copyright Page -- Contents -- Figures and Tables -- Acknowledgments -- Introduction -- Part One: Conflict Management Knowledge and Skills -- Chapter 1 Manager Know Thyself -- Responding to Conflict: Five Common Approaches -- The Five Conflict Styles -- Choosing Among the Conflict Styles -- The Language of Conflict -- Conflict, Communication, and Culture -- Hiring, Managing, and Conflict Styles -- Emotional Intelligence and the Collaborative Manager -- Conclusion -- Key Terms -- Suggested Supplemental Reading -- Discussion Questions -- Exercises -- Goal Setting -- Chapter 2 Theory to Practice -- Biological, Physiological, and Evolutionary Theories of Conflict and Resolution -- Personality and Individually Based Conflict Theories -- Psychodynamic Theories of Behavior and Conflict -- Attribution Theory and other Cognitive Biases -- The Seven Deadly Cognitive Biases of Negotiation -- Social Learning Theory -- Framing Toward a Collaborative Process -- Procedural Justice and the Process Focus -- Concepts of Fairness Across Cultures -- Power in Theory and Practice -- The Timing of Conflict Interventions -- Structural Versus Nonstructural Sources of Conflict -- Conclusion -- Key Terms -- Suggested Supplemental Reading -- Discussion Questions -- Exercises -- Goal Setting -- Chapter 3 The Power of Negotiation -- Managers as Negotiators -- Distributive Versus Integrative Bargaining -- Negotiation Terms and Concepts -- Key Negotiation Concepts -- Impasse and Obstacles to Settlement -- Bring in a Third Party -- Negotiations to Avoid -- Trust Building and Trust Repair in Negotiations -- Conclusion -- Key Terms -- Suggested Supplemental Reading -- Discussion Questions -- Exercises -- Goal Setting -- Chapter 4 The Alternative Dispute Resolution Process Continuum -- The ADR Continuum -- Other ADR Processes.

Additional Problem-Solving Techniques -- Key Skills for Managing Collaboration and Conflict -- Conclusion -- Key Terms -- Suggested Supplemental Reading -- Discussion Questions -- Exercises -- Goal Setting -- Part Two: Preventing and Resolving Internal Conflict -- Chapter 5 Causes and Cures for Employee Turnover -- The Costs of Employee Turnover and Low Morale -- Why Employees Leave or Stay -- Hiring Great Employees -- Dealing with Difficult Employees -- Identifying and Eradicating Workplace Bullying and Violence -- Giving and Receiving Feedback -- Performance Reviews and Employee Recognition -- What Makes a ''Great Manager''? -- Becoming a Great Manager -- Conclusion -- Key Terms -- Suggested Supplemental Reading -- Discussion Questions -- Exercises -- Goal Setting -- Chapter 6 Building Successful Teams and Organizations -- Do We Still Need Teamwork? -- Best Practices for Team Building -- Team Typologies -- What if I Can't Choose my Team? -- How Teams Think and Communicate -- Cultural Preferences for Time Management -- Phases of Teamwork -- Roles and Duties Within Teams -- Teams and Trust -- Conflict Versus Dysfunction in Teams -- Conflict and Teams During Mergers and Acquisitions -- Conflict and Teams During Mergers and Acquisitions -- Building and Rebuilding Corporate Culture: Before, During, and After Mergers -- Downsizing, Rightsizing, and Conflict Management -- When One Person Won't Play on the Team -- Conclusion -- Key Terms -- Suggested Supplemental Reading -- Discussion Questions -- Exercises -- Goal Setting -- Chapter 7 Conflict Management in Unionized Environments -- Labor-Management Conflict in the United States -- Trends in Unionization -- Common Steps in the Union Grievance Process -- Examples of Conflict Management in Unionized Settings -- The Evolution of Collaboration in Labor-Management Relations.

Becoming a Collaborative Leader in a Noncollaborative Environment -- ADR in the Creation of Collective Bargaining Agreements -- Examples of Collaboration in Labor-Management Relations -- Conclusion -- Key Terms -- Suggested Supplemental Reading -- Discussion Questions -- Exercises -- Goal Setting -- Chapter 8 Designing Disputing Systems for Organizations -- Procedural Justice and Reducing Costs of Conflict -- Power, Rights, and Interests -- Values Underlie the Design -- General DSD Concepts and Practices -- Four Stages of DSD -- Sample Private Sector DSD -- Sample Public Sector DSD -- Disputing Systems in the Nonprofit Sector -- DSD in Small Organizations -- DSD Gone Wrong: Hooters of America, INC. -- Conclusion -- Key Terms -- Suggested Supplemental Reading -- Discussion Questions -- Exercises -- Goal Setting -- Part Three: Preventing and Resolving External Conflicts -- Chapter 9 Prevention and Resolution of Conflicts with Clients, Customers, and Vendors -- Rule One: A House Divided Will Not Stand -- Rule Two: Be Sure You Deliver What You Promise (Quality Products and Services) -- Rule Three: Improvements Require Monitoring -- Rule Four: Create Incentives for Desired Behaviors -- Rule Five: Empower Employees to Resolve Disputes at the Lowest Level Possible -- Rule Six: Avoid a Myopic Focus on New Customers Over Existing Ones -- Rule Seven: Devise, Evaluate, and Revise Systems -- Conclusion -- Key Terms -- Suggested Supplemental Reading -- Discussion Questions -- Exercises -- Goal Setting -- Chapter 10 Case Studies of Organizational Success Through Exemplary Customer Conflict Management -- Customer Satisfaction in a Sales Experience -- American Express: Relationship Care -- Customer Recovery Systems -- Toro: Turning Liability Into Ability -- Ritz-Carlton: Employee Empowerment for ''Delighted'' Customers -- Public and Nonprofit Sector Service Delivery.

Patient Care Advocates: Reducing Formal Complaints in Hospital Settings -- Public Sector: What Not to Do -- Children's Health Care of Atlanta: Measuring and Rewarding Quality Patient Care -- Customer Service in the Nonprofit Sector -- Conclusion -- Key Words -- Suggested Supplemental Reading -- Discussion Questions -- Exercise -- Part Four: Collaboration and Conflict Management Between Regulators and the Regulated -- Chapter 11 Public Policy Decision Making and Collaboration -- Characteristics of Public Disputes -- The Spiral of Unmanaged Conflict -- Public Policy Process and Basic Concepts -- History of Antagonistic Relationships Between Regulatory and Regulated Communities -- Environmental and Public Policy Conflict Resolution -- Process Menu Options -- Public-Private Partnering: Best Practices -- Common Errors in Collaboration: A Cautionary Tale -- Conclusion -- Key Terms -- Suggested Supplemental Reading -- Internet Resources -- Discussion Questions -- Exercises -- Goal Setting -- Chapter 12 Designing and Facilitating Effective Large-Group Processes -- Public and Large-Group Meeting Disasters -- Needs Assessment Stage -- Convening Stage -- During the Process -- After the Process -- The Role of the Media in Public Disputes -- Characteristics of Successful Large-Group Facilitators -- Habits of an Effective Facilitator -- Choosing Among Meeting Formats -- Conclusion -- Key Terms -- Suggested Supplemental Reading -- Discussion Questions -- Exercises -- Goal Setting -- Conclusion -- Glossary -- References -- About the Author -- Index.