Download Conflict Management for Libraries: Strategies for a by Jack G. Montgomery PDF

By Jack G. Montgomery

Whereas projecting a relaxed and peacefulness, libraries will not be proof against office pressure and clash. In a study survey carried out over 3 years, the authors requested, "What are the typical explanations of office clash in libraries?" From the result of the examine, in addition to formal and casual observations, the authors have constructed 17 situations of library office clash, besides real looking how you can deal with them. Drawing on those tales from the trenches, specialist suggestions from a human assets counselor and managerial advisor, and their very own years of expertise, the authors proportion 3 particular issues of view for a balanced point of view to reconcile even the stickiest state of affairs. they give an array of instruments to create a favorable operating surroundings, remain on the right track with reaching pursuits, and dwell the undertaking of the library. supporting to construct a fit operating surroundings, they provide the required tips on how to assist you: comprehend the roots of clash that usually come up on a daily basis in libraries; count on and get ready to control difficulties once they look; Use acceptable concepts to paintings effectively with all events; make a choice from a range ways to fritter away clash; Library directors, administrators, managers, and supervisors in any library environment will discover a necessary framework for realizing, analyzing, and defusing office conflicts utilizing those library-specific examples.

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Teams developed a Jeopardy! game, a Weakest Link game, video presentations based on popular movies, rap parodies, poetry readings, and a PowerPoint presentation with pop song snippets. They outdid themselves and entertained everyone. But there was a point where life became so busy and overwhelming that they could not bear to do this anymore. So they gave it a rest and went on to something else. It’s also important to remember that rewards and recognition need to be genuine. Don’t force employees to attend social functions.

We’re talking about petty politics within our own workplace, not national party politics. We can still learn, though, from the most ruthless of players. There is nothing shameful about playing to win, about standing up for what is right, or beating the crooks at their own games. There is nothing wrong with showing your strength when needed. Librarians, however, are not very practiced at such skills. Sometimes being mean is productive and smart. Sometimes being ruthless, calculating, and aggressive not only gets the job done but also makes you a star—and makes your staff stars along with you.

And second, unhealthy conflict, particularly if it is more than the occasional human mistake, is almost always a symptom of management problems in the library. My first job in conflict management is to help move people from unhealthy to healthy ways of thinking and behaving. Healthy workplace conflict is rational. It is constructive, curious about the other persons’ points of view, and focused on the present and future, and it seeks to uncover facts and improve both relationships and productivity.

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