Vivian Scott is a Certified Mediator in private practice and a retired Microsoft marketing manager. She is a member of the Washington Mediation Association and volunteers as a mediator at the Dispute Resolution Center of Snohomish & Island Counties.

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• Introduction 1Part I: Understanding Conflict in the Workplace 7Chapter 1: An Overview of Conflict Resolution at Work 9Chapter 2: Understanding What People Bring to Conflict 21Chapter 3: Determining How Groups Contribute to Conflict 41Chapter 4: Practicing Self-Awareness: Understanding How Managers Foster Conflict 59Chapter 5: Knowing When to Address Conflict 77Part II: Resolving a Conflict between Two or More of Your Employees 91Chapter 6: Developing a Plan and Preparing for a Meeting 93Chapter 7: Starting a Mediation Meeting and Creating a Working Agenda 105Chapter 8: Negotiating Possible Solutions to a Conflict 123Chapter 9: Offering Proposals and Crafting Agreements 143Chapter 10: Adapting a Conflict Meeting for the Entire Team 161Chapter 11: Monitoring Agreements and Progress 179Part III: Using Additional Resources to Resolve the Conflict 195Chapter 12: Keeping a Team Focused During a Conflict 197Chapter 13: Determining How Your Company Can Help 209Chapter 14: Getting Outside Experts to Facilitate Resolutions 223Part IV: Smoothly Handling Conflict When You’re One of the People Involved 239Chapter 15: Identifying What Both Sides Want 241Chapter 16: Asking for a Meeting to Talk about the Conflict 255Chapter 17: Sitting Down to Talk Through the Issues 267Chapter 18: Tailoring Your Approach to the Organizational Chart 287Part V: The Part of Tens 303Chapter 19: Ten Things You Can Control When You’re in an Unresolved Conflict 305Chapter 20: Ten Reasons Managers Give for Not Addressing Conflict 311Chapter 21: Ten Pearls of Wisdom from Professional Mediators 315Index 319

Vivian Scott is a Certified Mediator in private practice and a retired Microsoft marketing manager. She is a member of the Washington Mediation Association and volunteers as a mediator at the Dispute Resolution Center of Snohomish & Island Counties.

Select Guide Rating

• Introduction 1Part I: Understanding Conflict in the Workplace 7Chapter 1: An Overview of Conflict Resolution at Work 9Chapter 2: Understanding What People Bring to Conflict 21Chapter 3: Determining How Groups Contribute to Conflict 41Chapter 4: Practicing Self-Awareness: Understanding How Managers Foster Conflict 59Chapter 5: Knowing When to Address Conflict 77Part II: Resolving a Conflict between Two or More of Your Employees 91Chapter 6: Developing a Plan and Preparing for a Meeting 93Chapter 7: Starting a Mediation Meeting and Creating a Working Agenda 105Chapter 8: Negotiating Possible Solutions to a Conflict 123Chapter 9: Offering Proposals and Crafting Agreements 143Chapter 10: Adapting a Conflict Meeting for the Entire Team 161Chapter 11: Monitoring Agreements and Progress 179Part III: Using Additional Resources to Resolve the Conflict 195Chapter 12: Keeping a Team Focused During a Conflict 197Chapter 13: Determining How Your Company Can Help 209Chapter 14: Getting Outside Experts to Facilitate Resolutions 223Part IV: Smoothly Handling Conflict When You’re One of the People Involved 239Chapter 15: Identifying What Both Sides Want 241Chapter 16: Asking for a Meeting to Talk about the Conflict 255Chapter 17: Sitting Down to Talk Through the Issues 267Chapter 18: Tailoring Your Approach to the Organizational Chart 287Part V: The Part of Tens 303Chapter 19: Ten Things You Can Control When You’re in an Unresolved Conflict 305Chapter 20: Ten Reasons Managers Give for Not Addressing Conflict 311Chapter 21: Ten Pearls of Wisdom from Professional Mediators 315Index 319

Vivian Scott is a Certified Mediator in private practice and a retired Microsoft marketing manager. She is a member of the Washington Mediation Association and volunteers as a mediator at the Dispute Resolution Center of Snohomish & Island Counties.

Select Guide Rating

• Introduction 1Part I: Understanding Conflict in the Workplace 7Chapter 1: An Overview of Conflict Resolution at Work 9Chapter 2: Understanding What People Bring to Conflict 21Chapter 3: Determining How Groups Contribute to Conflict 41Chapter 4: Practicing Self-Awareness: Understanding How Managers Foster Conflict 59Chapter 5: Knowing When to Address Conflict 77Part II: Resolving a Conflict between Two or More of Your Employees 91Chapter 6: Developing a Plan and Preparing for a Meeting 93Chapter 7: Starting a Mediation Meeting and Creating a Working Agenda 105Chapter 8: Negotiating Possible Solutions to a Conflict 123Chapter 9: Offering Proposals and Crafting Agreements 143Chapter 10: Adapting a Conflict Meeting for the Entire Team 161Chapter 11: Monitoring Agreements and Progress 179Part III: Using Additional Resources to Resolve the Conflict 195Chapter 12: Keeping a Team Focused During a Conflict 197Chapter 13: Determining How Your Company Can Help 209Chapter 14: Getting Outside Experts to Facilitate Resolutions 223Part IV: Smoothly Handling Conflict When You’re One of the People Involved 239Chapter 15: Identifying What Both Sides Want 241Chapter 16: Asking for a Meeting to Talk about the Conflict 255Chapter 17: Sitting Down to Talk Through the Issues 267Chapter 18: Tailoring Your Approach to the Organizational Chart 287Part V: The Part of Tens 303Chapter 19: Ten Things You Can Control When You’re in an Unresolved Conflict 305Chapter 20: Ten Reasons Managers Give for Not Addressing Conflict 311Chapter 21: Ten Pearls of Wisdom from Professional Mediators 315Index 319