How Management Teams Can Have A Good Fight

Conflict in the workplace is natural—and even necessary. Colleagues who challenge one another's thinking tend to consider a richer range of options, which ultimately leads to better business decisions. How Management Teams Can Have a Good Fight reveals the tactics managers can use to ensure that these healthy back-and-forth moments remain constructive and focused on the issues. Managers who embrace this kind of positive conflict will find increasingly engaged, productive teams—and discover that they themselves are better positioned to lead these teams to success. Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in management practice. The Harvard Business Review Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world.

More productivity. Less drama. It all starts with a healthy conflict culture. In the modern workplace, conflict has become a dirty word. After all, conflict is antithetical to teamwork, employee engagement, and a positive company culture. Or is it? The truth is that our teams and organizations require conflict to get things done. But we avoid conflict and build up conflict debt by deferring and dodging the difficult decisions. Our organizations are paying the price - oming less productive, less innovative, and less competitive. Individuals are paying, too - suffering from overwhelming workloads, endless drama, and sleepless nights. In The Good Fight, Lane Davey shows you how to create the productive conflict your organization needs to get along and get stuff done. Drawing on her twenty-year career as an advisor to the C-Suite, Davey shares real-world examples and practical tools you and your team can use to handle even the most contentious conflicts as allies - instead of adversaries. Filled with strategies you will use again and again, The Good Fight is an essential field guide for leaders at all levels.

Let us endeavor to see things as they are, and then enquire whether we ought to complain. Whether to see life as it is, will give us much consolation, I know not; but the consolation which is drawn from truth if any there be, is solid and durable: that which may be derived from errour, must be, like its original, fallacious and fugitive. Samuel Johnson, Letter to Bennet Langton (1758) Attorneys and clients make hundreds of decisions in every litigation case. From initially deciding which attorney to retain to deciding which witnesses to call at trial, from deciding whether to ?le a complaint to deciding whether to appeal a verdict, attorneys and clients make multiple, critical decisions about strategies, costs, arguments, valuations, evidence and negotiations. Once made, these de- sions are scrutinized by an opponent intent on exploiting the consequences of any mistake. In this intense and adversarial arena, decision-making errors often are transparent, irreversible and dispositive, wielding the power to bankrupt clients and dissolve law ?rms. Although attorneys and clients may regard sound decision making as incidental to effective lawyering, sound decision making actually is the essence of effective lawyering. An attorney’s knowledge, intelligence and experience are inert re- urces until the attorney decides how to deploy those skills to serve the client’s interests. Those decisions, in turn, largely determine a case’s course and outcome.

The Power of a Good FightBy Lynne Eisaguirre

"This book provides a broad coverage of key issues, ranging from a close examination of the manager's job to a discussion of the corporate and social forces that determine our lives. This book will serve as a text on organisational culture and change for academics, researchers and managers around the world."--BOOK JACKET.

Make workplace conflict resolution a game that EVERYBODY wins! Recent studies show that typical managers devote more than a quarter of their time to resolving coworker disputes. The Big Book of Conflict-Resolution Games offers a wealth of activities and exercises for groups of any size that let you manage your business (instead of managing personalities). Part of the acclaimed, bestselling Big Books series, this guide offers step-by-step directions and customizable tools that empower you to heal rifts arising from ineffective communication, cultural/personality clashes, and other specific problem areas—before they affect your organization's bottom line. Let The Big Book of Conflict-Resolution Games help you to: Build trust Foster morale Improve processes Overcome diversity issues And more Dozens of physical and verbal activities help create a safe environment for teams to explore several common forms of conflict—and their resolution. Inexpensive, easy-to-implement, and proved effective at Fortune 500 corporations and mom-and-pop businesses alike, the exercises in The Big Book of Conflict-Resolution Games delivers everything you need to make your workplace more efficient, effective, and engaged.

From Heidi Neck, one of the most influential thinkers in entrepreneurship education today, Chris Neck, an award-winning professor, and Emma Murray, business consultant and author, comes this ground-breaking new text. Entrepreneurship: The Practice and Mindset catapults students beyond the classroom by helping them develop an entrepreneurial mindset so they can create opportunities and take action in uncertain environments. Based on the world-renowned Babson Entrepreneurship program, this new text emphasizes practice and learning through action. Students learn entrepreneurship by taking small actions and interacting with stakeholders in order to get feedback, experiment, and move ideas forward. Students walk away from this text with the entrepreneurial mindset, skillset, and toolset that can be applied to startups as well as organizations of all kinds. Whether your students have backgrounds in business, liberal arts, engineering, or the sciences, this text will take them on a transformative journey.

NEW from the bestselling HBR’s 10 Must Reads series. Most teams underperform. Yours can beat the odds. If you read nothing else on building better teams, read these 10 articles. We’ve combed through hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you assemble and steer teams that get results. Leading experts such as Jon Katzenbach, Teresa Amabile, and Tamara Erickson provide the insights and advice you need to: • Boost team performance through mutual accountability • Motivate large, diverse groups to tackle complex projects • Increase your teams’ emotional intelligence • Prevent decision deadlock • Extract results from a bunch of touchy superstars • Fight constructively with top-management colleagues Looking for more Must Read articles from Harvard Business Review? Check out these titles in the popular series: HBR’s 10 Must Reads: The Essentials HBR’s 10 Must Reads on Communication HBR’s 10 Must Reads on Collaboration HBR’s 10 Must Reads on Innovation HBR’s 10 Must Reads on Leadership HBR’s 10 Must Reads on Making Smart Decisions HBR’s 10 Must Reads on Managing Yourself HBR’s 10 Must Reads on Strategic Marketing