Description

Immediate dispatch from Somerset. Nice book in great condition. Pages in excellent condition. No notes or highlighting. See images. Fantastic book.

About the book >.>.> Ask any executive or manager how much time he or she spends in dealing with conflicts – before during and after – and you will get a range of estimates. But all those estimates will be high: they will account for substantial proportions of even the extended working days common in today’s industry and government. For years I asked that question of the many managers and executives I encountered – as consultant educator facilitator administrator researcher and friend. I recall few estimates lower than 15-20 per cent; and I have a firm recollection of numerous estimates at the 50 per cent level or above. My own direct management experiences relate to economic times when everything was coming up roses and the basic challenge to many then was to spend quickly with only secondary attention to spending wisely and well. Even so perhaps a quarter of my management time went on dealing with conflict both as a participant and facilitator for other participants. And at least in my view of myself I was the determined confronter who tried to unearth difficulties early and who believed in getting to problem situations when they were still local irritations. Many administrators I find would rather follow laconic US President Coolidge who advised: ‘If you see ten problems coming down the track just wait and nine will soon be gone.’ Perhaps but that tenth one might be a lulu. And Coolidge had no good advice for those problems which did not die on their own. Think of what those estimates of conflict in organisations imply even if one discounts them by a quarter or even a half. (LL)