Conflict Management E-Newsletter
December 2000 #11
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1. Articles
Four Power Plays
"The 48 Laws of Power" vs. Fast Company.
by Anni Layne
Robert Greene's controversial book, "The 48 Laws of
Power," lays out a code of conduct that appears
diametrically opposed to Fast Company's principles and
precepts for the new economy. Here, we pit Greene's
laws against Fast Company models and mentors. Whose
power schemes make sense to you?
http://www.fastcompany.com/lead/lead_feature/act_greene.html
The Business Costs and Impact of Turnover
By William Bliss
The following is a comprehensive checklist of items
to include when calculating the cost of turnover in any
organization. To determine the costs, have the hourly
and weekly cost of fully loaded payroll costs (i.e.
salary plus benefits) of the vacant position, the
management staff, the recruitment staff and others
as outlined.
http://www.hr.com/HRcom/index.cfm/114/D467B850-A435-11D4-9AB1009027E02
48F
(Link will be broken. Copy and paste the entire url into your
location finder and press enter)
Danger on the Desktop
by Anthony M. Townsend, Robert J. Alberts
and Michael E. Whitman
(HR Magazine, January 1997)
Although most employees will use telecommunications
systems judiciously, there are some who will abuse them
and create problems for themselves and the organization.
Because of the potential expense associated with systems
misuse, employers must develop sound policies and
training programs. Developing a telecommunications
policy presents a twofold challenge to the human resource
department: The policy must identify and prohibit improper
systems use, while still encouraging employees to
productively explore the potential of new information
resources.
http://www.shrm.org/hrmagazine/articles/0197law.htm
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2. Guidelines For The Design Of Integrated Conflict
Management Systems Within Organizations
by Spidr's ADR in the Workplace,
Track I Committee
This is the text of the final version approved by the Spidr Board
in November, 2000.
The document explains why organizations should consider
developing integrated conflict management systems and
provides practical guidelines for designing and
implementing such systems.
http://www.spidr.org/article/icmsD.html
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3. Peer Resolution Panel: A New Conflict Resolution
Option for Employees and Supervisors at NIH
The NIH Office of the Ombudsman offers effective,
efficient and innovative dispute resolution services and
helps people to use non-adversarial approaches in resolving
disputes.
In an attempt to provide fairness and timeliness to the
grievance process, the Ombudsman has collaborated with
employees to pilot a new approach that will improve the
ability to resolve disputes.
They are implementing Peer Resolution Panels that will
be made up of five impartial trained employees and
supervisors who will hear grievances and give prompt,
final, and binding decisions.
http://www4.od.nih.gov/ccr/menu.html
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4. The Network-Interaction for Conflict Resolution
Canada's source for Conflict Resolution Connections,
Information and Resources.
http://www.nicr.ca/
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5. News from Southern Africa
"At the African Centre for the Constructive Resolution of
Disputes (ACCORD) we are not merely excited about
the future, we are committed to making it reality. In our
eyes there is a massive need to stem the tide of
destructive conflict which continues to threaten our
continent. ACCORD's aim is to influence political
developments across the continent by bringing conflict
resolution to the forefront as an alternative to violence
and protracted conflict."
http://www.accord.org.za/
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6. Quotes
"My ambition was for the crew to
learn so well that they wouldn't need me.
I really feel that a leader's goal should be to
make himself redundant."
Simon Walker
"The ear has no eyelids."
Malcolm de Chazal
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7. New Book
Reaching for Common Higher Ground in Conflict Resolution:
Tools for Powerful Groups and Communities
By E. Franklin Dukes, Marina Piscolish and John Stephens
All too often in families, in organizations, and in
communities, when well-intentioned people find themselves
struggling with difficult and contentious issues, there is
a simple but powerful explanation: they haven't created the
shared expectations - the "ground rules" - to work out
their differences.
The tools and strategies described in this book can make
any collaborative undertaking more successful by
approaching problems and each other in ways that impart
dignity and respect. Full of scenarios and illustrations from
real practice, the book teaches how to help a group grow in
community, through conflict, by engaging in problem
solving in a manner that seeks not just reaching common
ground, but higher ground.
IOG Publications Office /Jossey-Bass Publishers
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8. Feedback and Subscriptions welcome
If you have any suggestions, tips, or other comments,
send an e-mail to johnford@mediate.com. I welcome
new subscriptions.
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The Conflict Management E-Newsletter
Published by John Ford and Associates
http://www.mediate.com/johnford
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