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Full Description
More productivity. Less drama. It all starts with a healthy conflict culture.In the modern workplace, conflict has become a dirty word. After all, conflict is antithetical to teamwork, employee engagement, and a positive company culture. Or is it?The truth is that our teams and organizations require conflict to get things done. But we avoid conflict and build up conflict debt by deferring and dodging the difficult decisions. Our organizations are paying the price-becoming less productive, less innovative, and less competitive. Individuals are paying, too-suffering from overwhelming workloads, endless drama, and sleepless nights.In The Good Fight, Liane Davey shows you how to create the productive conflict your organization needs to get along and get stuff done. Drawing on her twenty-year career as an advisor to the C-Suite, Davey shares real-world examples and practical tools you and your team can use to handle even the most contentious conflicts as allies-instead of adversaries. Filled with strategies you will use again and again, The Good Fight is an essential field guide for leaders at all levels.
Contents
IntroductionPart I: The Case for ConflictChapter 1: Conflict DebtThe Importance of ConflictConflict DebtIdentify the Conflict Debt in Your BusinessThe InterestConflict Debt in Your TeamsThe Cost to You PersonallyTime to Make a PaymentChapter 2: Conflict Aversion and AvoidanceWhat is Conflict Aversion?Where Does Conflict Aversion Come From?Conflict Aversion versus Conflict AvoidanceChapter 3: A New Conflict MindsetThe Case Against ConflictKind is The New NiceGet Off the SidelinesWork Through the EmotionSpeak Truth to PowerA New MindsetPart II: The Conflict CodeIntroductionChapter 4: Establish a Line of CommunicationEngage EarlyBuilding TrustIncreasing Your Trust in OthersChapter 5: Create a ConnectionAllies Not AdversariesFacts Don't Solve FightsInsights from InformationFollow the EmotionGoing for Gold: Uncovering People's Values and BeliefsThe Benefits of Getting to the ValuesCreating a ConnectionChapter 6: Contribute to a SolutionProblems Not SolutionsTwo TruthsRoot CauseQuestion the ImpactHypotheticalsOwn the MisunderstandingCommon CriteriaPart III: Codifying ConflictChapter 7: The "U"The U ToolCommon IssuesOther Issues to ExploreUsing the U with the Government TeamChapter 8: Normalize TensionThe TarpLearning from the TarpCommon IssuesChapter 9: The Conflict HabitThe Conflict HabitHabit #1: Clarify ExpectationsHabit #2: Introduce DiversityHabit #3: Improve your feedbackHabit #4: Use humor and code wordsHabit #5: Encourage productive conflict in meetingsPart IV: Try This at HomeChapter 10: Try This at HomeProductive Conflict with PartnersRaising Conflict-resilient KidsVolunteer Teams And Everywhere ElseAppendicesAppendix A: How to Fill Out the U TemplateAppendix B: How to Fill Out the Tarp TemplateAcknowledgementsReferences
