A practical guide to navigating workplace conflicts by better understanding the power dynamics at play in every interaction.
Peter Coleman is a professor of psychology and education at Teachers College and the Earth Institute at Columbia University and the director of Columbia's International Center for Cooperation and Conflict Resolution. He is also a New York State certified mediator and experienced consultant whose clients include IBM, Citibank, the United Nations, the World Bank, and the U.S. State Department. Robert Ferguson is a psychologist and executive coach who has provided consulting, conflict resolution, mediation and leadership training to organizations including Credit Suisse (USA), Merrill Lynch, Ahlstrom, Kennametal, KBI Biopharma and Aegon.
Coleman and Ferguson have done something remarkable: they've written an evidence-based book on the complex topic of conflict and made it easy to read, easy to understand, and, best of all, easy to use. A genuine winner - Robert B. Cialdini, author of Influence: The Psychology of PersuasionAn innovative and practical look at how to navigate everyday disagreements to reach your goals, serving up examples of best practices drawn from the authors' decades of experience helping others cope with conflict, power, and change - Lawrence Susskind, cofounder, Program on Negotiation at Harvard Law SchoolManagers who try to suppress conflict not only make things worse, but also stifle opportunities for creative problem solving. Making Conflict Work should be essential reading for all managers - Michael Wheeler, retired professor, Harvard Business School, and author of The Art of Negotiation
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