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More About This Title Emerging Systems for Managing Workplace Conflict:Lessons from American Corporations for Managersand Dispute Resolution Professionals
English
Drawing on the authors' vast research and frontline experience with a wide variety of corporations and organizations, this important book examines successful responses to universal workplace problems and conflicts. In addition, the book is filled with illuminating case examples and stories from organizations, such as Brown and Root, Kaufman and Broad, Warner Brothers, Universal-Studios, Kaiser Permanente, the United States Postal Service, Johnson & Johnson, Shell, Prudential, and others, that have instituted systems of dispute resolution in response to ongoing destructive conflict, expensive litigation, and crippling settlements. This book offers an enormously useful approach for the application of the most up-to-date systems of organizational conflict resolution and shows how this approach can work in specific situations to save time and money.
English
THE AUTHORS
DAVID B. LIPSKY is professor and director of the Institute on Conflict Resolution, School of Industrial and Labor Relations, at Cornell University.
RONALD L. SEEBER is associate professor and associate dean of the School of Industrial and Labor Relations at Cornell University and executive director of the Institute on Conflict Resolution.
RICHARD D. FINCHER is an arbitrator, mediator, attorney, and managing partner of Workplace Conflict Resolutions in Phoenix, Arizona.
English
Preface.
Part One: The Evolution of Conflict Management Systems.
1. Introduction: The Emergence of Conflict Management.
2. Forces of Change: The Transformation of the Social Contract in the Workplace.
3. The Rise of Alternative Dispute Resolution.
4. New Strategies of Conflict Management: The Emergence of a New Paradigm.
Part Two: The Establishment of Conflict Management Systems.
5. Design of Conflict Management Systems: Internal Features.
6. Design of Conflict Management Systems: External Features.
7. Implementation of Conflict Management Systems.
8. Evaluation of Conflict Management Systems.
Part Three: The Future of Conflict Management Systems.
9. Barriers to the Growth of Conflict Management Systems.
10. The Future of Workplace Dispute Resolution.
Appendix A: A List of Corporations and Other Organizations Studied by the Authors and Referred to in This Book.
Appendix B: Glossary of Terms.
Notes.
References.
About the Authors.
Index.
English
"The book is well researched and looks at conflict management historically, currently and prospectively." (The Texas Mediator, Fall 03)
"Lucidly written and thoughtfully researched, Emerging Systems of Managing Workplace Conflict is a perfect resource manual for CEOs and managers interested in learning about alternative dispute resolution in the workplace."— David A. Hart, CEO, Association for Conflict Resolution
"This book makes a major contribution to the expanding body of empirical information about how alternative dispute resolution techniques are being used in American corporations. It is practical and specific and should be read by everyone with an interest in reducing the cost of conflict in the workplace."
— Robert C. Barrett, director, California Dispute Resolution Institute,
University of San Francisco
"Managing conflicts is so much a part of corporate and institutional life— and is so often handled without creativity. The authors offer a comprehensive picture of conflict management— its history, current practice, and future prospects. As you move through their work you are struck by the need to shape a culture that supports win/win outcomes and uses processes, like ADR, only after the individual stakeholders have thought fully executed the spirit of conflict resolution through their daily behavior."
— Harold W. Burlingame, senior executive advisor, AT&T; Wireless and former executive vice president, Human Resources, AT&T;
"This is a unique work that provides a complete framework for effectively managing workplace conflict. The authors have achieved a creative blend of research, strategic thinking, and practical application. This should be mandatory reading if you are responsible for innovation or accountable for results dealing with inevitable conflicts that arise out of highly complex and increasingly interdependent organizational relationships."
— Dennis Donovan, executive vice president for human resources, The Home Depot
"No one else in the field of dispute resolution has been able to integrate practice, theory and empirical research in one book as Dave Lipsky, Ron Seeber and Dick Fincher have done in this book. If you practice in the field of dispute resolution, ever want to hire a mediator or an arbitrator, or teach in the field, this book is an indispensable guide for you."
— John Bickerman, secretary, American Bar Association Dispute Resolution Section, and founder, Bickerman Dispute Resolution, PLLC
"This is the book all who work on conflict resolution systems have been waiting for. In one place we have a superb treatment of the history, current state of practice, and a vision for the future of this emerging field of study and practice. This will be the standard reference for those designing, studying, and managing these systems for years to come."
— Thomas A. Kochan, George M. Bunker Professor of Management, Sloan School of Management, Massachusetts Institute of Technology, and codirector, MIT Institute for Work and Employment Research
