How to design a complete conflict resolution system and develop the skills to implement it.

People thrive on conflict in most areas of their lives--football games, political debates, legal disputes--yet steer clear from workplace conflicts.

But conflict is actually a healthy way to challenge the existing order and essential to change in the workplace. The real problem is not conflict per se, but managing conflict.

This authoritative manual explains step by step how to design a complete conflict resolution system and develop the skills to implement it. Packed with exercises, case studies, and checklists, the book also supplies:

• an overview of workplace conflict
• diagnostic tools for measuring it
• techniques for resolving conflict, such as negotiation, labor/management partnerships, third-party dispute resolution, mediation, arbitration, more.

Acknowledgements
Introduction

Part I: A Systems Model of Workplace Conflict

Chapter 1: Resolving Workplace Conflict: An Overview
Chapter 2: Diagnosing and Measuring Conflict

Part II: Negotiating Approaches to Conflict Resolution

Chapter 3: The Essentials of Negotiation
Chapter 4: Employee Involvement
Chapter 5: The Union Partnership

Part III: Third Party Dispute Resolution

Chapter 6: Facilitative Techniques
Chapter 7: Mediation
Chapter 8: Arbitration
Chapter 9: Potpourri

Part IV: Special Topics

Chapter 10: Workplace Violence
Chapter 11: Conflict Resolution and EEO
Chapter 12: International Comparisons

Part V: Design, Implementation, and Development

Chapter 13: Design the Conflict Resolution Systems
Chapter 14: Implementation Model
Chapter 15: Employee CR Development

Part VI: Conclusion

Chapter 16: Summary Points and Master Checklists

Exercises
Cases
Sources
Notes
References
Index