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The essential guide to workplace mediation and conflict resolutio / Nora Doherty & Marcelas Guyler

Doherty, Nora.
Contributor(s): Guyler, Marcelas.
Material type: materialTypeLabelBook; Format: print Publisher: London : Kogan Page, 2008Description: X, 196 p. ; 24 cm.ISBN: 0-7494-5019-3; 9780749450199.Subject(s): Gestión de conflictos
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Monografías 07. BIBLIOTECA CIENCIAS SOCIALES
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Manuales (7 días) 07. BIBLIOTECA CIENCIAS SOCIALES
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Manuales (7 días) 07. BIBLIOTECA CIENCIAS SOCIALES
316.48/DOH/ess (Browse shelf)   Shelving location | Bibliomaps® BIBLIOG. RECOM. 374294078x
Manuales (7 días) 07. BIBLIOTECA CIENCIAS SOCIALES
316.48/DOH/ess (Browse shelf)   Shelving location | Bibliomaps® BIBLIOG. RECOM. 3742940805
Manuales (7 días) 07. BIBLIOTECA CIENCIAS SOCIALES
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Manuales (7 días) 07. BIBLIOTECA CIENCIAS SOCIALES
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Enhanced descriptions from Syndetics:

The Essential Guide to Workplace Mediation and Conflict Resolution examines the nature, process, uses and skills for employing and using mediation. The authors examine what mediation is and how it can be successfully applied to resolve issues, by presenting a range of techniques and case studies.

Applicable to not only one-on-one conflict, but also at team and board room level, this is the book for you whether you are in the front line and have to anticipate, pre-empt or defuse conflicts in support of productive working relationships, are already a mediator or are training to become one.

The Essential Guide to Workplace Mediation and Conflict Resolution is a practical guide to help implement and succeed in workplace mediation and conflict resolution. The Essential Guide to Workplace Mediation and Conflict Resolution examines the nature, process, uses and skills for employing and using mediation. The authors examine what mediation is and how it can be successfully applied to resolve issues, by presenting a range of techniques and case studies.

Table of contents provided by Syndetics

  • Preface (p. ix)
  • Introduction (p. 1)
  • Part I Workplace mediation (p. 5)
  • 1 So what exactly is workplace mediation? (p. 7)
  • A working definition of mediation (p. 7)
  • The underlying principles of mediation (p. 11)
  • Where does workplace mediation come from? (p. 16)
  • 2 An example of a breakdown in a workplace relationship: Wendy and Mark (p. 23)
  • Wendy and Mark and a complaint of bullying (p. 23)
  • So how do organizations respond to conflict? (p. 24)
  • 3 Just how does mediation work? (p. 27)
  • The six-step model of mediation (p. 28)
  • Confidentiality in mediation (p. 41)
  • Mediation and levels of listening (p. 43)
  • 4 Finding your way around conflict resolution: what is special about mediation? (p. 46)
  • The nature of 'conflict' (p. 47)
  • The elements that can divide (p. 48)
  • The principles that unite (p. 49)
  • Dispute resolution methods (p. 50)
  • A comparative continuum of workplace interventions (p. 53)
  • What is special about mediation? (p. 53)
  • 5 How mediation can be used within organizations (p. 57)
  • Mediation when working relationships break down (p. 57)
  • Mediation as an informal resolution within personnel policies (p. 59)
  • Mediation after a formal investigation has taken place (p. 62)
  • Mediation as part of your customer or client complaints procedure (p. 63)
  • 6 Workplace mediation for teams (p. 66)
  • So what lies behind team conflict? (p. 67)
  • Conflict scenarios: how will team dysfunction be manifest? (p. 70)
  • Team mediation is not an 'away day' (p. 70)
  • What is team mediation? (p. 72)
  • Who should facilitate a team mediation? (p. 73)
  • When team mediation should be considered and when not (p. 75)
  • Organizing a team mediation (p. 77)
  • 7 Team mediation and group dynamics (p. 83)
  • Looking at group dynamics (p. 83)
  • Mediation and sub-personalities (p. 88)
  • Dealing with cultural differences: prejudices, assumptions and discrimination (p. 92)
  • Mediation and group scapegoating (p. 94)
  • Team mediation and 'ghost figures' (p. 97)
  • 8 Introducing mediation into your workplace: mediation providers, personnel policies and mediation practice in the organization (p. 100)
  • Who is going to carry out the mediations? (p. 101)
  • Where do you find external mediators? (p. 102)
  • How do you select internal mediators from your staff? (p. 103)
  • What training will internal mediators need? (p. 105)
  • Supervision of internal mediators (p. 105)
  • How will mediation be part of your personnel policies? (p. 106)
  • Dissemination of mediation throughout your organization (p. 109)
  • Part II Mediation in action: case studies of real life workplace mediations (p. 111)
  • 9 Case studies of workplace mediation between two employees (p. 113)
  • A mediation for a complaint of bullying against a manager (p. 113)
  • A mediation for a complaint of sexual harassment (p. 116)
  • A mediation between two colleagues sharing an office and alleged racism (p. 117)
  • Moving through the eye of the storm and the art of the impossible: a mediator's view of the process (p. 119)
  • 10 Case studies of workplace mediation with teams (p. 122)
  • Team Case Study One: a team with multiple problems (p. 122)
  • Team Case Study Two: a mediation between senior managers and two teams (p. 126)
  • 11 Case studies of workplace mediation for boardroom conflicts (p. 132)
  • Mediation for a family manufacturing firm between directors - father and son (p. 132)
  • Mediation for an international company between the chairman and the managing director (p. 134)
  • Part III The philosophy and processes of mediation: in support of conflict managers and organizational development (p. 137)
  • 12 Why do conflicts arise? Some universal, individual and interpersonal models (p. 139)
  • Stress, threat and conflict: 'hardwired for a fight...' (p. 139)
  • Stress and conflict in the contemporary business environment of change (p. 141)
  • Individual perception, life-stances and conflict (p. 143)
  • Personal responses to conflict: passive / aggressive / assertive (p. 147)
  • Interpersonal conflict styles and tactics: a summary (p. 149)
  • Avoiding negativity for mediators and conflict managers (p. 152)
  • 13 Why and how should managers respond to conflict? (p. 154)
  • 'Conflict costs': managing conflict effectively saves money (p. 155)
  • Anger and how to handle it (p. 155)
  • Managing your mind-talk (p. 157)
  • Reframing inflammatory language: turning poisons into honey (p. 160)
  • Changing an impasse into a win-win solution (p. 164)
  • Resolving everyday conflicts quickly with the Brief Mediation model (p. 164)
  • 14 The philosophy of mediation and the business of empowerment (p. 169)
  • 'May you live in interesting times' (p. 169)
  • So where are organizations headed in the 21st century? (p. 171)
  • Mediation and the business of empowerment (p. 172)
  • Empowerment and responsibility within mediation (p. 173)
  • 15 'Beyond mediation': the culture of mediation and organizational development (p. 176)
  • Mediation as a culture and the 'co-entrepreneurial' business (p. 176)
  • The mediation process and 'mediated business solutions' (p. 178)
  • Conclusions: the last word (p. 182)
  • Contacting the authors (p. 185)
  • Bibliography (p. 186)
  • Index (p. 193)

Author notes provided by Syndetics

Nora Doherty is one of the leading UK independent consultants in the field of workplace mediation for businesses and organizations, founder and Director of Professional Mediation Resolutions (PMR) Ltd, and she has been a mediator and trainer for many years
Marcelas Guyler is a business trainer, communications and development consultant, workplace mediator, and principal consultant of the Mediated Cultures and Resolutions Group (MCRG)

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