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210123 ||| eng |
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|a 9780132458474
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|a 9780132458450
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|a 9780132371704
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|a 0132371707
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|a 0132458454
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|a HD42
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|a Roberto, Michael A.
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|a Keeping conflict constructive
|b and unleashing the power of divergent thinking
|c Michael A. Roberto
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| 260 |
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|a Upper Saddle River, N.J.
|b FTPress Delivers
|c 2011
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| 300 |
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|a [8] pages
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|a Cover -- Keeping Conflict Constructive: And Unleashing the Power of Divergent Thinking -- Affective Conflict -- Curbing Affective Conflict -- Freedom and Control -- Endnotes
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|a Includes bibliographical references
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| 653 |
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|a BUSINESS & ECONOMICS / Management Science / bisacsh
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| 653 |
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|a Conflict management / fast / (OCoLC)fst00874778
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| 653 |
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|a BUSINESS & ECONOMICS / Management / bisacsh
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| 653 |
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|a BUSINESS & ECONOMICS / Organizational Behavior / bisacsh
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| 653 |
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|a Conflict management / http://id.loc.gov/authorities/subjects/sh85030958
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| 653 |
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|a Gestion des conflits
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| 653 |
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|a BUSINESS & ECONOMICS / Industrial Management / bisacsh
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| 700 |
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|a Roberto, Michael A.
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|a eng
|2 ISO 639-2
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| 989 |
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|b OREILLY
|a O'Reilly
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|a FTPress Delivers elements
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|z 9780132371707
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|u https://learning.oreilly.com/library/view/~/9780132458450/?ar
|x Verlag
|3 Volltext
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|a 658.4053
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|a 658
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|a 302.3
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|a 670
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|a 330
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|a This Element is an excerpt from Why Great Leaders Don't Take Yes for an Answer: Managing for Conflict and Consensus (ISBN: 9780137000630) by Michael A. Roberto. Available in print and digital formats. Promoting constructive dialogue--and keeping it from degenerating into destructive, dysfunctional argument. In many organizations, debates become dysfunctional before the leader recognizes the warning signs. Diagnosing these situations as they unfold represents a critical leadership capability. How does a leader discern whether a passionate debate among his advisers and subordinates stands on the verge of becoming dysfunctional? Imagine two scenarios...
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