Management

03.7.1 Thinking

03.7.1  Thinking

There are countless instances where decisions are based on instinct and experience – many times they work.

There are also a significant number of instances where decisions based on this approach have been ineffective.

This diagram introduces habitual and objective thought – and shows how they can help in effective decision making.

Can be linked with 03.7.2 – thinking after de Bono.

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03.7.2 Thinking – After de Bono

03.7.2  Thinking – After de Bono

As mentioned in 03.7.1, there are countless instances where decisions are based on instinct and experience – many times they work.

De Bono is known by many for his views on creative thinking.

This diagram introduces the concept of better thinking and barriers to better thinking.

Developing effective thinking will have a strong impact on the effectiveness of those involved, and at all levels.

Can be linked with 03.7.1 – thinking

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03.8.1 Conflict and mediation – conflict: causes and elements

03.8.1  Conflict and mediation – conflict: causes and elements

There’s no escaping it, conflict is experienced by all at one stage or another. There are thousands of books on this subject and countless articles, (as we have found!)

This diagram introduces you to the elements around which conflict tends to revolve, e.g. emotion and values, etc.

Each is identified and described. You are also provided with information on the most common causes of conflict.

linked with:
3.8.2 Conflict and mediation – levels of conflict;
3.8.3 Conflict and mediation – strategies;
3.8.4 Conflict and mediation – mediation;
3.8.5 Conflict and mediation – the mediator;
3.8.6 Conflict and mediation – running a mediation

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03.8.2 Conflict and mediation – levels of conflict

03.8.2  Conflict and mediation – levels of conflict

Conflict does not occur at just one level, it has a number of them.

Each level has different associated behaviours.

This diagram introduces you to each of these.

linked with:
3.8.1 Conflict and mediation – conflict causes and elements;
3.8.3 Conflict and mediation – strategies;
3.8.4 Conflict and mediation – mediation;
3.8.5 Conflict and mediation – the mediator;
3.8.6 Conflict and mediation – running a mediation

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03.8.3 Conflict and mediation – strategies

03.8.3  Conflict and mediation – strategies

In sum there appear to be five strategies in conflict management. Which one you decide to use depends on the level of assertiveness and cooperation involved.

Each strategy is described and when it tends to be used.

Some might feel there are ‘good’ as well as ‘bad’ strategies described here. That would be a mistake since each has its place depending on the situation and the level of conflict being experienced.

linked with:
3.8.1 Conflict and mediation – conflict causes and elements;
3.8.2 Conflict and mediation – levels of conflict;
3.8.4 Conflict and mediation – mediation;
3.8.5 Conflict and mediation – the mediator;
3.8.6 Conflict and mediation – running a mediation

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03.8.4 Conflict and mediation – mediation

03.8.4  Conflict and mediation – mediation

There’s no escaping it, conflict is experienced by all at one stage or another. There are thousands of books on this subject and countless articles, (as we have found!)

This diagram provides you with a useful insight to what mediation is all about.

linked with:
3.8.1 Conflict and mediation – conflict causes and elements;
3.8.2 Conflict and mediation – levels of conflict;
3.8.3 Conflict and mediation – strategies;
3.8.5 Conflict and mediation – the mediator;
3.8.6 Conflict and mediation – running a mediation

Price: £1.99

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