GDS : When Goliaths Clash

When Goliaths Clash: Table of Contents

When Goliaths has been selected as one of the top 30 best business books of 2003 by Soundview Executive Book Summaries and is available in bookstores or can be ordered directly from Amazon.com.

When Goliaths Clash stands apart because it treats conflict management not as a bilateral exercise but as one connected to the larger performance environment. Conflict becomes a business issue within the new social space of organizations, from the individual to the group, from hierarchical to horizontal structures, from face-to-face to electronic communication. The Table of Contents provides a handy summary.

Contents

CHAPTER ONE: ANATOMY OF CONFLICT
The Two Faces of Conflict
Transforming Destructive Conflict
The Roots of Conflict
What Causes Conflict?
Conflict: Red-Hot or Cool?
Conflict and the Fear Factor
Options for Coping with Conflict
Outing Conflict
Testing Your Conflict-Management I.Q.
CHAPTER TWO: WHY GOLIATHS CLASH
Directional Discord
It's About Strategy, Stupid
Resolving Strategic Conflict
From Alignment to Action
CHAPTER THREE: HIGH-PERFORMANCE TEAMS AND CONFLICT MANAGEMENT
High Performers to the Rescue
The Way We Were
The Changing Face of Organizations
The Need for Speed
Smashing Silos
It Doesn't Stop at the Top
Reaching High Performance: Evolution, Not Revolution
High Performance Means Delivering
Where Are You on the Team-Development Wheel
CHAPTER FOUR: THE ROAD TO HIGH PERFORMANCE
Creating a High-Performance Team
Holding Up the Mirror
Looking Inward
Forgetting Finger-Pointing
Depersonalizing the Data
Reframing Business Relationships
Embedding Protocols
Assigning Responsibilities/Accountability
Clarifying Goals
Moving to Stage Four
Becoming a High-Performance Organization
CHAPTER FIVE: CONFLICT MANAGEMENT AS ART AND SKILL
Skills Training: The Need for Self-Reflection
The Primacy of Influence
Baseline Capabilities
Assessing Where Others Stand
Which Skills, When?
The Importance of Conflict-Management Skills
CHAPTER SIX: E-CONFLICT
E-Mail as a Lethal Weapon
Toward E-Conflict Rules of Engagement
Check Before You Send
End Note
CHAPTER SEVEN: LEADERSHIP IN CONFLICT MANAGEMENT
Leaders as Role Models
Changing the Leader's Style
Making Change Stick
The New Leadership Imperative: Letting Go
One Style Does Not Fit All
The Challenge of Changing Your Style
Giving Feedback: Ground Rules for Leaders
Feedback: A Front-Line Perspective
The Leader as "Dealer"
Honest Leadership
Litmus Test for Leaders
End Note


Overview Reader Feedback Table of Contents Book Highlights Book Reviews About the Author Placing an Order To Schedule a Presentation or Workshop	When Goliaths Clash: Table of Contents When Goliaths Clash stands apart because it treats conflict management not as a bilateral exercise but as one connected to the larger performance environment. Conflict becomes a business issue within the new social space of organizations, from the individual to the group, from hierarchical to horizontal structures, from face-to-face to electronic communication. The Table of Contents provides a handy summary. Contents CHAPTER ONE: ANATOMY OF CONFLICT The Two Faces of Conflict Transforming Destructive Conflict The Roots of Conflict What Causes Conflict? Conflict: Red-Hot or Cool? Conflict and the Fear Factor Options for Coping with Conflict Outing Conflict Testing Your Conflict-Management I.Q. CHAPTER TWO: WHY GOLIATHS CLASH Directional Discord It's About Strategy, Stupid Resolving Strategic Conflict From Alignment to Action CHAPTER THREE: HIGH-PERFORMANCE TEAMS AND CONFLICT MANAGEMENT High Performers to the Rescue The Way We Were The Changing Face of Organizations The Need for Speed Smashing Silos It Doesn't Stop at the Top Reaching High Performance: Evolution, Not Revolution High Performance Means Delivering Where Are You on the Team-Development Wheel CHAPTER FOUR: THE ROAD TO HIGH PERFORMANCE Creating a High-Performance Team Holding Up the Mirror Looking Inward Forgetting Finger-Pointing Depersonalizing the Data Reframing Business Relationships Embedding Protocols Assigning Responsibilities/Accountability Clarifying Goals Moving to Stage Four Becoming a High-Performance Organization CHAPTER FIVE: CONFLICT MANAGEMENT AS ART AND SKILL Skills Training: The Need for Self-Reflection The Primacy of Influence Baseline Capabilities Assessing Where Others Stand Which Skills, When? The Importance of Conflict-Management Skills CHAPTER SIX: E-CONFLICT E-Mail as a Lethal Weapon Toward E-Conflict Rules of Engagement Check Before You Send End Note CHAPTER SEVEN: LEADERSHIP IN CONFLICT MANAGEMENT Leaders as Role Models Changing the Leader's Style Making Change Stick The New Leadership Imperative: Letting Go One Style Does Not Fit All The Challenge of Changing Your Style Giving Feedback: Ground Rules for Leaders Feedback: A Front-Line Perspective The Leader as "Dealer" Honest Leadership Litmus Test for Leaders End Note
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