This is an interesting book that explores conflict resolving and has already drawn attention of HR managers. Although published in 2005, the relevance of the book in today's global context acquires greater emphasis. It offers detailed explanation about intricate factors that matter a great deal for success of teamwork. Workplace experiences can be as much invigorating an experience for employees as it can be a seriously complex one. Professional conflicts, unresolved differences, psychological barriers and interpersonal maladjustments can throw up organizational challenges. These issues are addressed in an easy-to-read and easier-to-digest sentence style, which makes the reading an interesting experience.
Organized into three parts with twelve chapters, the authors propose their model of Circle of Confrontation that addresses issues under the heads of Commitment, Confrontation, and Celebration. Constructive confrontation system, according to the authors, "is a course of action that shows leaders how to use confrontation constructively to increase accountability and decrease conflict in their departments, divisions, and organizations." By terming it as a diagnostic tool, the authors establish the system as a road map for accountability that ensures a positive attitude helping to locate breakdowns and disconnections between employees. The strength of the model lies in its power to function as a circle and not as a ladder.
Part one focuses on the tacit understanding that must prevail between the team leader and the team members. With the help of the covenant, an enforceable document for the circle of confrontation to take place, the team leader can help the team to be clear about how the policies, practices, and procedures can be used on an ongoing basis. Goals must be broken down into small units like habits, skills, attitudes, and activities so that the confrontations become item-specific. The occurrence of conversation loop of ideas and emotional involvement serve as more than triangulate information gathered from observation, research, and conversation. The intersection of the team members' emotional purpose and organizational needs become the reference point for ongoing sharing of thoughts. The entire process naturally gets layered with resonance and a sense of purpose. "This resonance transforms a sense of burdensome obligation to a sense of willing accountability..." say the authors. It leads to decreased conflict and increased accountability, which are the natural by-products of the circle of confrontation. Terming the practitioners of constructive confrontation as "entrepreneurial", the authors describe them as motivated, responsible, and willing people, who are eager to stay committed to the ideals of corrections and celebration. |
