When you say yes but mean no: how silencing conflict wrecks relationships and companies, and what you can do about it (Record no. 565048)

MARC details
000 -LEADER
fixed length control field 02118nam a2200169Ia 4500
008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION
fixed length control field 160121s9999 xx 000 0 und d
020 ## - INTERNATIONAL STANDARD BOOK NUMBER
International Standard Book Number 9781400046003
082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER
Classification number 658.405
Cutter PER
100 ## - MAIN ENTRY--PERSONAL NAME
Personal name Perlow, Leslie A
245 ## - TITLE STATEMENT
Title When you say yes but mean no: how silencing conflict wrecks relationships and companies, and what you can do about it
260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT)
Name of publisher, distributor, etc Crown Business,
Place of publication, distribution, etc New York,
Date of publication, distribution, etc 2003.
300 ## - PHYSICAL DESCRIPTION
Extent ix, 254 pages; 22 cm.
520 ## - SUMMARY, ETC.
Summary, etc "We live in a culture -- especially at work -- that prefers harmony over discord, agreement over dissent, speed over deliberation. We often smile and nod to each other even though deep down we could not disagree more. Whether with colleagues, friends, or family members, the tendency to paper over differences rather than confront them is extremely common. We believe that the best thing to do to preserve our relationships and to ensure that our work gets done as expeditiously as possible is to silence conflict. Let's face it, most bosses don't encourage us to share our differences. Indeed, many people are taught that loyal employees accept corporate values, policies, and decisions -- never challenging or questioning them. If we want to hold on to our jobs and move up in our organizations, stifling conflict is the safest way to do it -- or so we believe. And it is not just with our bosses that we fear raising a dissenting opinion. We worry about what our peers and even our subordinates may think of us. We don't want to embarrass ourselves or create a bad impression. We don't want to lose others' respect or risk rejection. We often associate conflict with its negative form -- petty bickering, heated arguing, a bloody fight. But conflict can also be a source of creative energy; when handled constructively by both parties, differences can lead to a healthy and fruitful collaboration, creation, or construction of new knowledge or solutions. When we silence conflict, we avoid the possibility of negative conflict, but we also miss the potential for constructive conflict."
650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name as entry element Conflict management
650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name as entry element Management
942 ## - ADDED ENTRY ELEMENTS (KOHA)
Source of classification or shelving scheme Dewey Decimal Classification
Item type Books
Holdings
Withdrawn status Lost status Source of classification or shelving scheme Damaged status Not for loan Collection code Home library Current library Shelving location Date acquired Source of acquisition Cost, normal purchase price Full call number Barcode Date last seen Koha item type
    Dewey Decimal Classification     General Book Symbiosis Institute of Business Management - Hyderabad Symbiosis Institute of Business Management - Hyderabad General 21/01/2016 World Book Links 1635.00 658.405 PER SIBMH-B-2585 14/08/2023 Books