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Getting to Resolution: Turning Conflict Into Collaboration Paperback – November 1, 2009
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From Library Journal
Copyright 1998 Reed Business Information, Inc. --This text refers to an out of print or unavailable edition of this title.
From the Publisher
1. Why is resolution more useful than compromise or settlement?
2. What is your attitude about conflict? Share how conflict was dealt with in your early environment. Do you deal with conflict in the same way? Have you made a conscious choice about how you want to address conflict in your life?
3. What are the four main costs of conflict?
4. Do you think winning and being right gets in the way of fostering long term relationships?
5. Do you suffer from scarcity thinking? Do you think that it always must be either you or them, or is it possible for you to both get what you want?
6. If you have ever been involved in a lawsuit share how the litigation process affected the conflict in terms of time, money intensity, duration, and trust.
7. When was the last time posturing and withholding helped you quickly resolve a situation? Is there a current conflict in which you might show more vulnerability and greater disclosure?
8. Do you think it might be useful to think about the process of resolving conflict as an exercise in group learning? Why?
9. Is there an unresolved situation in your life that you could take more personal responsibility for resolving?
10. To give yourself insight into the value of listening spend part of a day in silence, just listening and observing what goes on in your workplace. Share what you hear and learn.
11. Practice the completion process. Focus on one internal situation of conflict, one at work, and one at home. Share what happened for you.
12. What is an agreement based on covenant? What is the best way to establish one?
13. Why are the laws of agreement so important?
14. What are the difference between the process of agreement; the phenomenon of agreement; and the artifact of agreement?
15. Use the agreement template to craft an agreement about a project that you want to make happen in the world. Do this with your reading group. Notice how the resources you need to support the project start to appear.
16. Practice the resolution model for 21 days (new thinking and new actions.) This is the time it takes to develop a new habit. After 21 days meet with your reading group to discuss the changes you see.
17. Look at all of your business relationships through the lens of agreement. Notice the implicit and explicit agreements that guide your actions. Craft new explicit agreements using the models in the book.
18. What are some of the essential qualities that a resolutionary has?
Courtesy of Berrett-Koehler Publishers BERRETT-KOEHLER STUDY GUIDE --This text refers to an out of print or unavailable edition of this title.
Top Customer Reviews
Too often, people with disputes want to place blame or take revenge rather than find a way to be whole again. Particularly during my tenure as a paralegal in family law, I saw how the legal system fanned the flames of pain and frutration. This wasn't just a waste of time and money -- it made the pain worse.
Stewart begins by having people tell their stories, then grieve, create an attitude of resolution, and work from a vision of healing. It's powerful, but it's also practical.
I're recently recommended the book to family therapists because it lays out practical methods for dealing with disputes among parents and teens. I cannot recomend this book too highly. Now I would like to see more. When is the sequal coming out?
Pat Sullivan, president, Visionary Resources, Oakland, CA.
It is he who wrote Getting to Resolution: Turning Conflict into Collaboration. It is this book that we will now consider. From its definition of conflict to its detailed process on how to turn conflict into collaboration, Stewart Levine simply presents what role conflict should play in each of our lives.
Stewart Levine defines conflict as a process of creation and discovery. He criticizes many sects including law, government and other business groups that view a good resolution to conflict as being one sided. Levine argues that a true resolution has not been reached until both sides are satisfied. That is why he has developed a 7-Step model for conflict resolution. It goes as follows:
1. The attitude of resolution
2. Telling your story
3. Listening for a preliminary vision of resolution
4. Getting current and complete
5. Reaching agreement in principle
6. Crafting the new agreement
Levine states his points very eloquently and simply, which is his greatest strength. He eliminates a lot of the corporate jargon and disciplined mumbo-jumbo from his rhetoric, which simply leaves the meat of the subject - how to resolve conflict. Levine begins his text by showing the costs of conflict, both physical and intangible.Read more ›
· Get in the right frame of mind. The first essential step to resolving conflict is to want to resolve it. Open up and be truthful. You must commit to and invest yourself in the process.
· Stop thinking of conflict as a win/lose proposition. Arguing over who's right often does not lead to a resolution that anyone wants. When you are committed to collaboration, you will disarm those who are committed to a fight. Focus on what the conflict is costing everyone and what everyone can gain from a resolution.
· Tell your story and listen to the story of the other side. Resolution arises from sharing information, while conflict arises from withholding it.
· Test out your preliminary vision about how the conflict can be resolved. As you get more information, check to make sure that your vision meets the concerns of all the parties involved.
· Get current and complete information on the issues. You must be up-to-date in order to move forward with a resolution.
· Reach an agreement in principle. Come to a broad understanding of what the resolution will be.
· Create a template for agreement including the following elements: Intent, specific vision, roles, commitments to action, timeline, measurements of satisfaction, concerns and fears, renegotiation, dissolution, consequences, dispute resolution, and management of the process.
Most Recent Customer Reviews
I love this book. I am a management consultant and often have to deal with warring business partners. Read morePublished on May 20, 2013 by John Olmstead
Stewart Levine understands and speaks to something that so few negotiators and facilitators get--that attitude matters and it matters a lot in conflicts and negotiations. Read morePublished on August 14, 2010 by Keith Merron
Stewart Levine's GETTING TO RESOLUTION: TURNING CONFLICT INTO COLLABORATION offers a fine, powerful book on using ten guiding principles to stop anger and enable conflicting sides... Read morePublished on April 17, 2010 by Midwest Book Review
Getting to Resolution offers a clear model for clarifying and reaching agreements. It makes the point that the pain of conflict could be avoided if agreements are spelled out at... Read morePublished on February 25, 2010 by Susan Stamm
I'm a lawyer used to being called in when a company is in trouble, and I write this review from that perspective. Read morePublished on November 10, 2009 by Leonard Bucklin
Reluctant attorney, Stewart Levine, provides a rational framework to justify spending his life avoiding conflict and confrontation. Read morePublished on March 20, 2001 by Rolf Dobelli