Managing Conflict with Direct Reports

Overview

Conflict is inevitable when people work together, and it’sone of the most difficult challenges facing managers. Butit’s a challenge that successful leaders learn to address.Managers who develop an understanding of difference withoutjudgment and are willing to see more than one perspective orsolution are in a good position to manage conflict with theirdirect reports. Conflict between managers and direct reportshighlights a power relationship and affects the workitself—the tasks for which managers and direct ...

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Overview

Conflict is inevitable when people work together, and it’sone of the most difficult challenges facing managers. Butit’s a challenge that successful leaders learn to address.Managers who develop an understanding of difference withoutjudgment and are willing to see more than one perspective orsolution are in a good position to manage conflict with theirdirect reports. Conflict between managers and direct reportshighlights a power relationship and affects the workitself—the tasks for which managers and direct reports shareresponsibility. Managers who look to see both sides of conflict canresolve it, but it means assessing the differences betweenthemselves and their direct reports and finding out how thosedifferences affect the conflict.
After assessing those differences, managers can devise a plan touse before, during, and after a conflict resolution session. Theywill be better prepared to understand emotions that can triggerconflict, to clarify performance expectations so their directreports know what’s expected of them, and to provide ongoingfeedback for the support and development of their direct reports.

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Product Details

Meet the Author

This series of guidebooks draws on the practical knowledge that theCenter for Creative Leadership (CCL) has generated, sinceits inception in 1970, through its research and educationalactivity conducted in partnership with hundreds of thousands ofmanagers and executives. Much of this knowledge is shared-in a waythat is distinct from the typical university department,professional association, or consultancy. CCL is not simply acollection of individual experts, although the individualcredentials of its staff are impressive; rather it is a community,with its members holding certain principles in common and workingtogether to understand and generate practical responses to today'sleadership and organizational challenges.
The purpose of the series is to provide managers with specificadvice on how to complete a developmental task or solve aleadership challenge. In doing that, the series carries out CCL'smission to advance the understanding, practice, and development ofleadership for the benefit of society worldwide.

Barbara Popejoy is a trainer for several of CCL’sleadership development courses, including Foundations ofLeadership, Leadership Development Program (LDP), and The Women'sLeadership Program. She has more than twenty years of experience inpsychotherapy, training, and executive coaching, and was a foundingmember of the Institute for Career Advancement Needs. Barbara holdsan M.A. in social work from the University of Nebraska.

Brenda J. McManigle is responsible for the quality anddelivery of the Foundations of Leadership program at CCL's SanDiego campus. Before joining CCL she served as an educationdirector for a managed care company and was manager of the trainingdepartment of a Fortune 50 aerospace firm. She holds a Ph.D. fromthe University of Southern California in instructional technologyand psychology.

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Table of Contents

7 Conflict and Resolution

8 Conflict with Direct Reports Is a Special Case

Managing the Relationship

Managing the Work

10 A Process for Managing Conflict

Recognizing Both Sides of the Conflict

Preparing for a Conflict Resolution Session

During the Conflict Resolution Session

After the Conflict Resolution Session

24 Managing Conflict for Success and Development

27 Suggested Readings

28 Background

29 Key Point Summary

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