Merchants’ Guide to Navigating Conflicts

The dispute is seemingly inevitable, with business colleagues, who do not agree on the development strategy, to the siblings who fight for a couple, who cleanses the dishes. Sadly, such a difficult conversation can be so stressed that we avoid them, which makes matters worse.

A book published on March 18, “Disputes flexibility: to discuss disagreement without giving up or giving up“By Robert Sea Boardon and Joel Salinas, MD, make a very important approach, whether mutual or international conflict.

The conflict flexibility

Borden teaches negotiations and mediation at Harvard Law School and advises the US and abroad on high stake displarus. Selenis is an associate professor of neurology and a business at the Grassman School of Medicine, New York University.

The authors are beyond classical conversation tactics, such as “yes, yes”, one rejects the thinking of one loose and even winning, and produces a strong case for engaging dialogue, even when the dispute is unlikely to resolve.

He emphasizes that “despite the vastness of the conflict, our ability to handle it has Atrophide” and hesitates at all levels of society have negative consequences for individuals, institutions, and the world to tackle disagreement with disagreement and increase polarization and inability. They convince that they have the benefits of learning to suffer to listen to authenticity and to speak with the statements with or without a contract.

The authors call their point of view “the flexibility of conflict”, which is defined as “the ability to actually sit and overcome.”

3 parts

They set the book according to their flexibility framework: name, discovery and commit.

The first part, “name (and deep digging)”, covers self -diagnosis, basic emotions, tolerance, and internal conflicts that affect one’s view of disagreement.

Part, “Explore (and brave)”, deeper (i) to understand the anti -ideology “deep” and (ii) how and when to describe your theory.

Part three, “Committed (and owns the conflict),” (i) provides advice on a successful dialogue setting and terms (including how to decide how you will explain “success”), (ii) is formal and informal processes and structures for dialogue facility, when III), III). The final chapter suggests that individuals can create a culture of disputes in their families, organizations, working places and communities.

Excited, sympathetic

The book’s tone is encouraging and sympathetic, despite the Israeli-Palestinian conflict resolving today’s fastest issues. The writing is directly, understandable and authentic, offers clear explanations and specifications and compares the flexibility of disputes with physical fitness.

Recent Scientific Research – Notice section cited 300 sources – and authors’ experiments support key concepts and principles. Relevant stories explain a number of scenes from minor relationships to polarizing political differences.

Acknowledging the challenge, the authors emphasize the need for sympathy and insist on the possibility of development and change. Many basic ideas reopen throughout the text, but there is no unusual thing in such repetition books that aims to advocate for change and teach practical techniques to bring about it.

Overall, the book is an excellent source that offers inspiration, confidence and viable suggestions for executives who interact with suppliers and partners, manage employees, or navigate professional relations.