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Managing Conflict with Direct Reports

Conflict between managers and direct reports affects their work and influences how productive and effective an organization can be. Managers who can see both sides of a conflict can resolve it, but that means assessing the differences between themselves and their direct reports and finding out how those differences impact the conflict. With that knowledge they can make a plan to use before, during, and after a conflict resolution session that clarifies performance expectations and provides ongoing feedback for support and development.

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Product Specifications
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Product Specifications:

  • Publisher: CCL Press
  • Stock Number (Print): 418
  • Stock Number (eBook): 418e
  • ISBN Number (Print): 978-1-882197-73-6
  • ISBN Number (eBook): 978-1-932973-18-1
  • Author: Barbara Popejoy, Brenda McManigle
  • Copyright: ©2002
  • Number of Pages: 29 Pages

Available from CCL Press as an individual guidebook in both print and Adobe Digital Edition eBook formats.

This guidebook is also part of the Full eBook Collection digitally and the popular Ideas Into Action Guidebook Series in print.

Each guidebook in the Ideas Into Action Guidebook Series is aimed at managers and executives who are concerned with their own and others' development, and gives specific advice on how to complete a development task or solve a leadership problem.

See Executive Guidebook Reader here for executive summaries of all guidebooks in the Ideas Into Action Guidebook Series.

Table of Contents

Managing Conflict with Direct Reports, CCL Press, 2002
Conflict and Resolution 7
Conflict with Direct Reports Is a Special Case 8
Managing the Relationship
Managing the Work
A Process for Managing Conflict 10
Recognizing Both Sides of the Conflict
Preparing for a Conflict Resolution Session
During the Conflict Resolution Session
After the Conflict Resolution Session
Managing Conflict for Success and Development 24
Suggested Readings 27
Background 28
Key Point Summary 29

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