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Conflict management is the process of limiting the negative aspects of conflict while increasing the positive aspects of conflict in the workplace. The aim of conflict management is to enhance learning and group outcomes, including effectiveness or performance in an organizational setting.
In many cases, upward conflict spirals are sustained by the norms of reciprocity: if one group or person criticizes the other, the criticized person or group feels justified in doing the same. In conflict situations, opponents often follow the norm of rough reciprocity, i.e. they give too much (overmatching) or too little (undermatching) in return.
He was the co-author (with William Ury) of the book Getting to Yes, about "interest-based" negotiation, as well as numerous other publications. After serving in World War II as a weather reconnaissance pilot, Fisher worked on the Marshall Plan in Paris under W. Averell Harriman .
The Robert Langdon book series is named after Robert Langdon, the protagonist of the novels by American author Dan Brown. Langdon is portrayed as a Harvard University professor of religious iconology and symbology , a fictional field related to the study of historic symbols, which is not methodologically connected to the actual discipline of ...
A teacher consulted Reddit’s “Am I the A*****” to help her figure out whether her pregnant coworker is taking advantage of her kindness. “In early August, my co-teacher announced she was ...
Organizational conflict, or workplace conflict, is a state of discord caused by the actual or perceived opposition of needs, values and interests between people working together. Conflict takes many forms in organizations. There is the inevitable clash between formal authority and power and those individuals and groups affected.
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Christopher "Chris" Voss (born 28 November 1957) is an American businessman, author, and academic. Voss is a former FBI hostage negotiator, the CEO of The Black Swan Group Ltd, a company registered in East Grinstead, England, [1] and co-author of the book Never Split the Difference. [2]