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Learn how to deal with difficult colleagues and clients.
At the heart of dealing with difficult people is handling their--and your own--emotions. How do you stay calm in a tough conversation? How do you stay unruffled in the face of passive-aggressive comments? And how do you know if you're difficult to work with?
This book explains the research behind our emotional response to awful colleagues and shows how to build the empathy and resilience to make those relationships more productive.
Books in this series are based on the work of experts including:
This collection of articles includes To Resolve a Conflict, First Decide: Is It Hot or Cold? by Mark Gerzon; Taking the Stress Out of Stressful Conversations, by Holly Weeks; The Secret to Dealing with Difficult People: It's About You, by Tony Schwartz; How to Deal with a Mean Colleague, by Amy Gallo; How To Deal with a Passive-Aggressive Colleague, by Amy Gallo; How to Work with Someone Who's Always Stressed Out, by Rebecca Knight; How to Manage Someone Who Thinks Everything Is Urgent, by Liz Kislik; and Do You Hate Your Boss? by Manfred F. R. Kets de Vries.
HOW TO BE HUMAN AT WORK.
The HBR Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master.
Two former Harvard faculty--one an internationally-recognized negotiator and conflict management expert from Harvard Law, the other a leading behavioral neurologist and cutting-edge scientist from Harvard Med--join forces to introduce conflict resilience: the radical act of sitting in and growing from conflict to break the bad habits that sabotage our politics, workplaces, and most important relationships.
Conflict is getting the better of us.
From our homes and community centers to C-Suites and Congress, disagreements are happening everywhere, with increasing frequency, and are being treated like zero-sum games that allow little margin for error and even less room for productive conversations. This puts a tremendous and untenable strain on our most important relationships and institutions.
Unable or unwilling to negotiate conflict with skill, we ignore it or avoid it for as long as possible; when we are forced to face it, we escalate everyday disagreements and temporary flare-ups as if they're life-and-death. Neither approach addresses underlying issues, promotes stronger relationships, or yields satisfying results.
But there is a solution: a combined skillset and mindset that Bob Bordone calls conflict resilience--the ability to sit genuinely with and grow from disagreement. In this powerful, hopeful book, he and renowned neurologist Joel Salinas, MD, combine the inner mechanics of conflict--literally what's going on in our bodies and our brains during moments of distress--with a groundbreaking three-step framework for how to navigate it:
In a time of increasing polarization, where consensus, agreement, and problem-solving can sometimes feel elusive, Conflict Resilience provides practical solutions to a common dilemma: How do you handle disagreements and differences with integrity while finding a way to create strong, deep, and lasting relationships?
Conflict Resilience is not another book about conflict resolution, nor is it about problem solving.
Conflict Resilience combines practical applications of advanced conflict management and study of the human brain to teach anyone how to turn conflict and negotiation into an act of union. This book provides the most cutting-edge and scientifically-grounded tools for driving agreement when possible and for empowering you to disagree better when the differences cut deep and the relationships matter most. This is a chance to bring people together, and an invitation to radically transform how we interact with our friends and families, our co-workers, our students, and our neighbors--anyone with whom we find ourselves in disagreement.
A first-of-its-kind look at the outrage gripping organizations worldwide--and how leaders can respond to it.
Outrage is everywhere--on the left and on the right--and many companies have found themselves in the crosshairs. GoFundMe was pressured to cut off funding to protesting truckers in Ottawa. Disney's CEO was dragged down for mishandling both sides of Florida's Don't Say Gay law. Facebook and other tech companies have been accused of manipulating elections in many countries and by many parties.
People are angry with the world--in some cases, rightfully so--and now view companies as they do governments, as targets of their wrath and potential forces for social change. Managing outrage has moved from being an occasional leadership challenge, like handling a PR crisis, to a necessary and critical leadership capability, like strategic thinking or financial acumen.
Based on his popular University of Oxford leadership course and case studies on organizations such as IKEA, Nestlé, the Vatican, and others, Karthik Ramanna offers practical steps to make sense of the outrage, work with relevant stakeholders to progress through it, and emerge stronger for it. Ramanna's pragmatic framework, developed through years of experience with organizations, helps leaders turn down the temperature, analyze root causes, develop and implement responses that are mission-consistent, and build resilience.
The Age of Outrage is an essential guide for leaders and their teams in this new era of polarization.
Learn to assess the situation, manage your emotions, and move on.
While some of us enjoy a lively debate with colleagues and others prefer to suppress our feelings over disagreements, we all struggle with conflict at work. Every day we navigate an office full of competing interests, clashing personalities, limited time and resources, and fragile egos. Sure, we share the same overarching goals as our colleagues, but we don't always agree on how to achieve them. We work differently. We rub each other the wrong way. We jockey for position.
How can you deal with conflict at work in a way that is both professional and productive--where it improves both your work and your relationships? You start by understanding whether you generally seek or avoid conflict, identifying the most frequent reasons for disagreement, and knowing what approaches work for what scenarios. Then, if you decide to address a particular conflict, you use that information to plan and conduct a productive conversation. The HBR Guide to Dealing with Conflict will give you the advice you need to:
Arm yourself with the advice you need to succeed on the job, with the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.
Named one of 22 new books...that you should consider reading before the year is out by Fortune
This practical and empathetic guide to taking the high road is worth a look for workers lost in conflict. -- Publisher's Weekly
A research-based, practical guide for how to handle difficult people at work.
Work relationships can be hard. The stress of dealing with difficult people dampens our creativity and productivity, degrades our ability to think clearly and make sound decisions, and causes us to disengage. We might lie awake at night worrying, withdraw from work, or react in ways we later regret--rolling our eyes in a meeting, snapping at colleagues, or staying silent when we should speak up.
Too often we grin and bear it as if we have no choice. Or throw up our hands because one-size-fits-all solutions haven't worked. But you can only endure so much thoughtless, irrational, or malicious behavior--there's your sanity to consider, and your career.
In Getting Along, workplace expert and Harvard Business Review podcast host Amy Gallo identifies eight familiar types of difficult coworkers--the insecure boss, the passive-aggressive peer, the know-it-all, the biased coworker, and others--and provides strategies tailored to dealing constructively with each one. She also shares principles that will help you turn things around, no matter who you're at odds with. Taking the high road isn't easy, but Gallo offers a crucial perspective on how work relationships really matter, as well as the compassion, encouragement, and tools you need to prevail--on your terms. She answers questions such as: Why can't I stop thinking about that nasty email?! What's behind my problem colleague's behavior? How can I fix things if they won't cooperate? I've tried everything--what now?
Full of relatable, sometimes cringe-worthy examples, the latest behavioral science research, and practical advice you can use right now, Getting Along is an indispensable guide to navigating your toughest relationships at work--and building interpersonal resilience in the process.
The next crisis might be here now, or it might be around the corner. In The Prepared Leader: Emerge from Any Crisis More Resilient Than Before, two history-making experts in crisis leadership--James, dean of The Wharton School of the University of Pennsylvania, and Wooten, president of Simmons University--forcefully argue that the time to prepare is always.
In no other time in recent history have leaders in every industry and on every continent grappled with so many changes that have independently and simultaneously undermined their ability to lead. The Prepared Leader encapsulates more than two decades of the authors' research to convey how it has positioned them to navigate through the distinct challenges of today and tomorrow. Their insights have implications for every leader in every industry and every worker at every level. In their fast-reading and actionable book, James and Wooten provide tools and frameworks for addressing and learning from crises, and they provide insight into what you need to know to become a Prepared Leader, including: The five phases of crisis management and the skills you need for each phase. They examine how the National Basketball Association and its commissioner, Adam Silver, responded to the COVID-19 pandemic.
When negotiation fails, mediation avails other moves for an amicable resolution. Whether you are a current or future mediator or a party to a conflict, this is your essential companion to the theory, concepts, and best practices of mediation.
In a world ridden by social divisions, responsible resolution of conflicts is more timely than ever. What happens when parties are unable to negotiate an agreement together? The next move is to invite a third party to reset the negotiations, facilitate the exchanges, rebuild a working relationship and empower the parties to explore the past, surface their present needs, invent, evaluate and choose the best solutions for the future.
Mediation: Negotiation by Other Moves brings decades of critical analysis and experience that the authors tested worldwide in international organizations, governments, NGOs, universities and corporations. You will understand mediation better, and its significance in your personal and professional life. You will be able to develop a flexible mindset and a broad outlook to achieve sustainable outcomes. This book will cover:
Mediation: Negotiation by Other Moves is essential reading for anyone who wishes to develop a pragmatic approach to mediation.
Build your ability to discuss tough topics at work.
At times in our careers, we face conversations that bring out tense emotions. Our instinct may be to avoid them entirely, but engaging in challenging conversations can create opportunities to build stronger work relationships, teams, and organizations.
This book will help you learn how to communicate productively under stress, offer and accept critical feedback, and ensure teams walk away from challenging conversations feeling united.
This volume includes the work of:
HOW TO BE HUMAN AT WORK. The HBR Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master.
An essential guide to master any workplace conflict with confidence and ease, have less drama, better results, and thrive at work.
In many workplaces today, workplace conflict is an escalating issue. The shift to remote work and hybrid teams has left many people longing for deeper human connection. On top of this, add a younger generation clamoring for more feedback and impatient for change, steady advances in technology that can feel threatening to job security, or people reexamining priorities and quietly quitting. Take the increase in anxiety, stress, and depression, mix in the loss of human relationships, and you get less tolerance and understanding leading, ultimately, to more unresolved workplace conflict.
Powerful Phrases for Dealing with Workplace Conflict is an essential resource for all employees (and their managers) who are looking for help on how to navigate frequent workplace conflicts, including with their boss and other difficult people, so they can rebuild trust, collaboration, and ultimately enjoy more influence at work.
Leadership and workplace culture experts Karin Hurt and David Dye share practical and easy-to-follow tactics such as:
Conflict exists in every organisation. Sometimes very obviously. Sometimes quietly. Very few love it. If you are frustrated with yourself for not stepping in; with others, for not playing ball; with the politics that get in the way of getting results; with the clearly dysfunctional teams; then this book is for you. A companion to Mentally at Work, but also a stand-alone book, it takes the science of our brains and the reality of the workplace and gives you practical tools to more effectively navigate the elephant in the room, to decrease conflict.
In reading this book you will:
We live in a complicated world that needs more elephant shrinkers. Start learning to become one today!
This book is targeted at people in leadership roles. It helps them to better understand how they influence workplace culture and how they can create psychological safety at work through how they lead. It helps leaders to become caring scientists, using intentional actions to influence the brain chemicals in the people they work with to untangle conflict and, in doing so, unlock value in themselves, their team and their organisation.
Learn how to deal with difficult colleagues and clients.
At the heart of dealing with difficult people is handling their--and your own--emotions. How do you stay calm in a tough conversation? How do you stay unruffled in the face of passive-aggressive comments? And how do you know if you're difficult to work with?
This book explains the research behind our emotional response to awful colleagues and shows how to build the empathy and resilience to make those relationships more productive.
Books in this series are based on the work of experts including:
This collection of articles includes To Resolve a Conflict, First Decide: Is It Hot or Cold? by Mark Gerzon; Taking the Stress Out of Stressful Conversations, by Holly Weeks; The Secret to Dealing with Difficult People: It's About You, by Tony Schwartz; How to Deal with a Mean Colleague, by Amy Gallo; How To Deal with a Passive-Aggressive Colleague, by Amy Gallo; How to Work with Someone Who's Always Stressed Out, by Rebecca Knight; How to Manage Someone Who Thinks Everything Is Urgent, by Liz Kislik; and Do You Hate Your Boss? by Manfred F. R. Kets de Vries.
HOW TO BE HUMAN AT WORK.
The HBR Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master.
This handbook is for all types of leaders in the public, private, and civil sectors who need to negotiate considerations, calm frictions, mend fences, and facilitate cooperation. Filled with engaging stories and examples, the book presents seventy-five short and quick guidelines for getting past useless arguments and taming cranky issues.
Managing Conflict: An Introspective Journey to Negotiating Skills focuses on self-awareness, self-motivation, self-regulation, empathy, and social competencies as tools to help readers understand themselves and others, recognize who to trust, and negotiate successful, trust-based relationships. The primary goal of the anthology is to facilitate the development of negotiation skills to resolve conflict.
The book offers sociological perspectives on cooperation, conflict, and conflict resolution to help readers think beyond the individual and consider the skills that build good communication. Specific topics include non-violent communication, strategies and techniques for managing conflict, understanding stress and conflict, bullying, negotiation and mediation, and mediator ethics. As they read, students consider the importance of attitudes, values, and goals, and the importance of internalizing norms and governing one's own behavior.
Featuring contributions from authors who specialize in diverse disciplines and developed to help students sharpen their observational skills, improve their emotional intelligence, and strengthen their analytical capabilities, Managing Conflict is well suited to courses in sociology, social psychology, counseling, law, and social work.
Dorothy Balancio, Ph.D. earned her degree in sociology at City University of New York and went on to study negotiation at Harvard University and conflict resolution at Columbia University's International Center for Cooperation and Conflict Resolution. A professor and the Sociology Program Director at Mercy College, her commitment to conflict management has been strengthened by her experience surviving the death of her son to violence. Dr. Balancio is executive director of the Louis Balancio Scholarship Fund (P.O. Box 1515, Scarsdale, New York, 10583), a not-for-profit organization whose mission is to encourage people to learn the art of dispute resolution.
How well do your needs and interests fit with your organization's goals and procedures? Asked a bit differently, are you in alignment with your organization or...do you often find yourself at odds--in conflict--with what your organization expects from you?
The Kilmann Organizational Conflict Instrument (KOCI) reveals the systems conflicts that exist between you and your organization, which include both the formal and informal systems, as well as the processes and procedures that take place within those systems. And just how these individual/organizational differences are resolved not only determines your performance and satisfaction, but also determines the survival and success of your organization.
In PART 1 of the instrument, you are first asked to indicate how often you experience the negative effects from a variety of systems conflicts in your organization.
In PART 2 of the instrument, you're asked to indicate the relative frequency that you use different conflict-handling modes to address those systems conflicts.
Taking the Kilmanns Organizational Conflict Instrument and then scoring your results (including the aggregate results for your work group and/or your entire organization) will illuminate the most debilitating system conflicts between you and your organization. And once these conflicts have been identified, you (and your organization) will then be able to consider the most effective ways to resolve such self-defeating conflicts for the benefit of all internal and external stakeholders--by effectively implementing Kilmann's eight track program for quantum transformation.