Issue 25(1)
Managing
Conflict at Work.
(2002). Jack Gordon, (Ed.). Jossey-Bass. 488 pp., $120.00 (loose-leaf).
ISBN 0-7879-6708-4.
Review by: Carol
B. Hoheisel
Doctorate
Student, Counselor Education and Supervision
Kansas State
University
In
our society, conflict is often seen in a negative context
and is associated with words like anger, hostility, and anxiety.
For many, just hearing the word "conflict" makes them wary.
However, instead of being abnormal or pathological, conflict,
when managed effectively, can strengthen and promote growth
within a group or organization. In Managing Conflict at
Work , editor Jack Gordon dispels the myths surrounding
conflict and presents a valuable collection of resource articles,
learning activities, and assessment tools for managing it.
Part 1 of this book contains several
informative articles that should be read by anyone working with
groups. The authors of the articles cover topics ranging from
creative fighting and constructive conflict to confrontational
communication and conflict resolution strategies. In the article,
The Art of Creative Fighting , author H.G. Karp stresses that
"facilitators must be comfortable with conflict and their own
unique approaches to dealing with it before they can assist others
in this regard" (p. 5). This statement is sage advice for all
group facilitators.
In the introduction of Part 1, the
editor states that a great deal of thought was put into selecting
relevant and insightful articles. However, at least one problem
exits with this collection: None of the articles address multicultural
issues. Facilitators may run the risk of approaching conflict
management from a very Eurocentric perspective. Without further
supporting information, readers should exercise caution when applying
this information to groups that include individuals from diverse
backgrounds.
The experiential learning activities
found in Part 2 can be used in a wide range of settings and can
be adapted for different age groups. The activities are well designed
and organized. Each goal activity is clearly described, and recommendations
for group size, time allowance, activity materials, and physical
setting are provided. In addition, each activity contains an essential
component on administering and processing the activity. Facilitators
will also appreciate the loose-leaf pages, which allow for easy
reproduction. These activities alone are well worth the price
of this book.
In an era of need assessments and
data collection, Part 3 provides practical and user-friendly tools
for gathering information from several sources, including organizations,
workshops, and even facilitators. The editor has gathered a comprehensive
compilation of inventories, questionnaires, and surveys that address
important aspects of conflict management.
Even though
academic advisors are not mentioned specifically in this book,
they will likely find Managing Conflict at Work to be
an effective resource tool that can easily be applied to their
work settings.
