The conflict is seemingly inevitable, from business colleagues disagreeing over the growth strategy to siblings who attack the will, to a few sparring over who cleans food. Unfortunately, such difficult conversations can be so stressful that we tend to have them, which deteriorates matters.
The book published on March 18 “The resistance of conflicts: negotiations of disagreement without giving up or giving up,” from Robert C. Bordon and Joel Salinas, MD, bringing a much needed perspective, whether interpersonal or international dispute.
The resistance of conflicts
Bordone teaches negotiations and mediation at the Harni Faculty of Law and consults the conflicts of high bets in the US and abroad. Salinas is an associate professor of neurology at Grossman School of Medicine at New York University and Entrepreneur.
The authors go beyond the classics in negotiating tactics, such as “getting to YES”, the victory of the refusal of the loss, and even bilaterally advantageous thinking, and build a strong reason for engaged dialogue, even if it is unlikely to resolve the conflict.
In the introduction, he claims that “despite the ubiquity of the conflict, our ability to handle atrophyd” and that reading at all levels of society constructively has negative consequences for individuals, institutions and the world and contributors to involving polarization and intolerance. He convincingly claims to learn to tolerate discomfort authentically and assertively to or without agreement.
The authors call their approach to “resistance to conflicts”, defined as “the ability to actually sit and grow from conflict”.
3 parts
They organize a book according to their resistance framework: the name, explore and commit.
Part First, “Name (and Kopat deep)” covers self -sacrifice, basic feelings, tolerances and internal conflicts that affect someone’s approach to disagreements.
The second part “Explore (and be brave)” solves depth (i) how to “deeply listen” to understand the contradictory view and (ii) how and when to enforce your own opinion.
The third part, “involve (and own conflict)”, provides advice on (i) settings and conditions for successful dialogue (including decision -making on how you define “success”), (ii) formal and informal processes and structures to facilitate conversations, (III) when involved and when it is. The last chapter suggests that individuals can build a culture of resistance to conflicts – without location in their families, organizations, workplaces and communities.
Positive, empathetic
The tone of the book is positive and empathetic, even though it deals with today’s worst, such as Israel-Palestine conflict. Writing is direct, understandable and authoritative and offers clear explanations and descriptions and compares the resistance of conflicts with physical fitness.
Recent scientific research – part of the note reports 300 sources – and the experience of authors supports key concepts and principles. Relative stories illustrate several scenarios, from small relationships to polarization of political differences.
Although the authors recognize the challenge, they emphasize the need for compassion and insist on growth and changes. Many main ideas are reappeared throughout the text, but such repetitions are not in books that like to defend changes and teach practical techniques, as they are brought, unusual.
Overall, the book is an excellent source that inspires, trust and advice for managers who negotiate with suppliers and partners, employed managers, or navigate professional relationships.