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Getting to Resolution: Turning Conflict Into Collaboration Paperback – November 1, 2009
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From Library Journal
"Spit happens," says Levine in this practical book on conflict resolution, and he proposes a structured, seven-step collaborative model for dealing with it. A self-styled "resolutionist," Levine has 25 years of experience dealing with conflict as a lawyer, mediator, consultant, and trainer. He suggests that disputes can be resolved by practicing ten basic principles ranging from an "assumption of abundance" (there is more than enough to go around in this conflict) to a state of being what he calls "responsAble" (looking to oneself rather than to outside professionals for solutions). While much of Levine's model depends on a healthy state of optimism ("Remember. The glass is half full"), his process has real application not only for third-party mediators but also for individuals in the middle of a dispute, and it can be self-administered. He makes the process accessible, neatly summarizing each chapter and sprinkling his presentation liberally with cogent quotes and useful examples. Recommended for all public libraries.?Julie Denny, Alliance for Mediation & Conflict Resolution, Inc., Amenia, NY
Copyright 1998 Reed Business Information, Inc. --This text refers to an out of print or unavailable edition of this title.
From the Publisher
Questions for Discussion:
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
· 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.
I found it enjoyable to read what Levine says; he's a good writer. Beyond that, he is one of the few people who are truly original thinkers. His theoretical overview of conflict resolution makes sense [Part three explains the principles (his ideas) for resolving conflict.] Every theory is backed with facts or solid reasoning. For example, the gem in a footnote on page 249: "1. Collaboration is a key driver of overall performance of companies around the world. Its impact is twice as significant as a company's aggressiveness in pursuing new market opportunities (strategic orientation) and five times as significant as the external market environment (market turbulence). Collaboration can positively impact each of the gold standards of performance--profitability,profit growth, and sales growth--to determine a company's overall performance in the marketplace.[Citing a study sponsored by Verizon and Microsoft.]" Levine makes you think about the priorities for your time and why you should "get to resolution" with those around you - yes even with that SOB attorney for the other side.
But beyond theory, this book lays out practical "Steps 1,2,3..." that can be applied. For example, contract negotiators and contract writers would get better contracts if they would focus on what Levin puts forth in his chapter on "Crafting the New Agreement" as "The Ten Essential Elements."
From my experience by working with corporations in trouble, there is no doubt that a corporate manager (or someone aspiring to be one)would be more successful if they read Getting to Resolution. And, if you are an attorney (or working with them) Levine lays out a way to better legal results.
In short, this is an enthusiastic "Get the book!"