Try this approach the next time you have two people on your team in conflict:

1. Invite both parties to the table.
2. Clarify your role as a neutral facilitator.
3. Gain agreement to listen openly to each other.
4. Ask each person to tell his or her story about the past, while the other listens without responding.
5. Have each person record new information they hear or realizations they have while listening.
6. Have each person talk directly to the other person about what they learned that helps them understand the other’s point of view.
7. Encourage
   How Are You Doing with Fee Objections?
   We live in an age when many providers of professional services are pressured both by prospective and existing clients to lower their fees. How can you better deal with this challenge?I think pressure from clients is not a problem because if they fail to recognise the value of your contribution after creating some results together, you should get rid of those clients anyway.Prospective clients, however, cannot see your value yet, for you have nev
   If you’ve ever worked on a team where one or more of the team members are in conflict, then you know just how stressful this situation can be. Left unresolved, conflicts between individuals can fester, spill over into the team’s relationships, and seriously hinder productivity. What’s a team leader to do?

   Let’s begin with what not to do.

   Ignore It

   You may have tried the avoidance technique thinking that the issue will just die down. And perhaps it did...temporarily. But the next time someone on the team experiences similar frustrations, that simmering pot will boil right over.

   Quash It

   This is my personal favorite: just demand that the folks in conflict grow up and get over it. Try this tactic and you’ll drive the conflict underground. That results in lots of game playing. I recall a team that I worked on early in my career that had one very unhappy team member and one manager who insisted that she “get over it”. The rest of the team were treated to strange, stealth attacks in which nasty magazine articles mysteriously appeared on our desks, offering advice about cheap nose jobs, eliminating bad breath, and improving personal hygiene.

   Tell Them to Work It Out

   On the surface this looks like a pretty good course of action: hold them accountable and don’t get involved. Sweet. The problem is that if your team members could have worked it out without your help, they would have done that already. What they need is your guidance to help talk it through and arrive at resolution.

   Take Sides

   It may seem like the quickest route to resolution is to intervene and crown the winner. There is more than one problem with this approach. First, you remind them of Mom or Dad, so guess who they’ll come to when it’s time to find a judge for the next disagreement? Second, conflict usually isn’t this clear cut. We bring the complexity of our life experiences to the table any time we find we are in conflict.

   Since these four approaches won’t work in the long term, let’s look at some underlying principles:

8. Any time someone is in conflict, there’s a story to tell about the past.
9. An individual’s underlying needs may result in unreasonable demands.
10. People in conflict can’t always put their finger on the underlying cause or articulate their needs.
11. Unwarranted assumptions are often made and expressed as fact.
12. Listening to someone else’s point of view may feel like capitulation.
13. As the manager or team leader, the best role you can play is that of a neutral mediator.

Try this approach the next time you have two people on your team in conflict:

1. Invite both parties to the table.
2. Clarify your role as a neutral facilitator.
3. Gain agreement to listen openly to each other.
4. Ask each person to tell his or her story about the past, while the other listens without responding.
5. Have each person record new information they hear or realizations they have while listening.
6. Have each person talk directly to the other person about what they learned that helps them understand the other’s point of view.
7. Encourage b
   Retail Locations Near New Housing Tracts
   Does it makes sense for a retail outlet to put in a location near a new housing tract? Well, depending on the size of the housing tract and the traffic on the main road the answer could be; definitely. If you consider that a retail outlet draws its customers from a 10-15 mile radius, then the retail business near the new housing tract has just cut off all the competition, as it is now so close and convenient too.What types of business could significant
   ersonal favorite: just demand that the folks in conflict grow up and get over it. Try this tactic and you’ll drive the conflict underground. That results in lots of game playing. I recall a team that I worked on early in my career that had one very unhappy team member and one manager who insisted that she “get over it”. The rest of the team were treated to strange, stealth attacks in which nasty magazine articles mysteriously appeared on our desks, offering advice about cheap nose jobs, eliminating bad breath, and improving personal hygiene.

   Tell Them to Work It Out

   On the surface this looks like a pretty good course of action: hold them accountable and don’t get involved. Sweet. The problem is that if your team members could have worked it out without your help, they would have done that already. What they need is your guidance to help talk it through and arrive at resolution.

   Take Sides

   It may seem like the quickest route to resolution is to intervene and crown the winner. There is more than one problem with this approach. First, you remind them of Mom or Dad, so guess who they’ll come to when it’s time to find a judge for the next disagreement? Second, conflict usually isn’t this clear cut. We bring the complexity of our life experiences to the table any time we find we are in conflict.

   Since these four approaches won’t work in the long term, let’s look at some underlying principles:

8. Any time someone is in conflict, there’s a story to tell about the past.
9. An individual’s underlying needs may result in unreasonable demands.
10. People in conflict can’t always put their finger on the underlying cause or articulate their needs.
11. Unwarranted assumptions are often made and expressed as fact.
12. Listening to someone else’s point of view may feel like capitulation.
13. As the manager or team leader, the best role you can play is that of a neutral mediator.

Try this approach the next time you have two people on your team in conflict:

1. Invite both parties to the table.
2. Clarify your role as a neutral facilitator.
3. Gain agreement to listen openly to each other.
4. Ask each person to tell his or her story about the past, while the other listens without responding.
5. Have each person record new information they hear or realizations they have while listening.
6. Have each person talk directly to the other person about what they learned that helps them understand the other’s point of view.
7. Encourage
   Managers: Why Not PR Like This?
   I mean public relations that presumes from the get-go that the right message, strategy and communications tactics can change perceptions among each of your business, non- profit or association audiences. And do so in a way that produces the behaviors you need to achieve your objectives.It all comes together when you persuade those important outside audiences to your way of thinking by doing something about their perceptions, thus moving many of them to
   tion: hold them accountable and don’t get involved. Sweet. The problem is that if your team members could have worked it out without your help, they would have done that already. What they need is your guidance to help talk it through and arrive at resolution.

   Take Sides

   It may seem like the quickest route to resolution is to intervene and crown the winner. There is more than one problem with this approach. First, you remind them of Mom or Dad, so guess who they’ll come to when it’s time to find a judge for the next disagreement? Second, conflict usually isn’t this clear cut. We bring the complexity of our life experiences to the table any time we find we are in conflict.

   Since these four approaches won’t work in the long term, let’s look at some underlying principles:

8. Any time someone is in conflict, there’s a story to tell about the past.
9. An individual’s underlying needs may result in unreasonable demands.
10. People in conflict can’t always put their finger on the underlying cause or articulate their needs.
11. Unwarranted assumptions are often made and expressed as fact.
12. Listening to someone else’s point of view may feel like capitulation.
13. As the manager or team leader, the best role you can play is that of a neutral mediator.

Try this approach the next time you have two people on your team in conflict:

1. Invite both parties to the table.
2. Clarify your role as a neutral facilitator.
3. Gain agreement to listen openly to each other.
4. Ask each person to tell his or her story about the past, while the other listens without responding.
5. Have each person record new information they hear or realizations they have while listening.
6. Have each person talk directly to the other person about what they learned that helps them understand the other’s point of view.
7. Encourage
   Creative Writing - business principles produce more quality work, faster
   Maximization methodologies have long been used in business to produce quantities of quality ideas, faster. Creative writers who want to rapidly produce quantities of quality work should apply these same principles.a) Waiting for inspiration creates less output than forcing inspiration.Simply engaging in the task generates ideas. By defining the work process, the author can frame the mind for the coming task and trigger the mind into searching fo
   to the table any time we find we are in conflict.

   Since these four approaches won’t work in the long term, let’s look at some underlying principles:

8. Any time someone is in conflict, there’s a story to tell about the past.
9. An individual’s underlying needs may result in unreasonable demands.
10. People in conflict can’t always put their finger on the underlying cause or articulate their needs.
11. Unwarranted assumptions are often made and expressed as fact.
12. Listening to someone else’s point of view may feel like capitulation.
13. As the manager or team leader, the best role you can play is that of a neutral mediator.

Try this approach the next time you have two people on your team in conflict:

1. Invite both parties to the table.
2. Clarify your role as a neutral facilitator.
3. Gain agreement to listen openly to each other.
4. Ask each person to tell his or her story about the past, while the other listens without responding.
5. Have each person record new information they hear or realizations they have while listening.
6. Have each person talk directly to the other person about what they learned that helps them understand the other’s point of view.
7. Encourage
   Backing Up Your Computer Is Essential to Your Business
   Did you know:* 1% of all computer data loss is caused by acts of nature* 6% of all PCs will undergo an incident of data loss during the year* 30% of all data loss occurs through human error (accidental data deletion, damaging hardware by dropping a laptop, etc.)* 40% of all data loss is due to hard drive failures and power surges* Another computer just crashed while you were reading thisAre you backing up the data on
   is that of a neutral mediator.

Try this approach the next time you have two people on your team in conflict:

1. Invite both parties to the table.
2. Clarify your role as a neutral facilitator.
3. Gain agreement to listen openly to each other.
4. Ask each person to tell his or her story about the past, while the other listens without responding.
5. Have each person record new information they hear or realizations they have while listening.
6. Have each person talk directly to the other person about what they learned that helps them understand the other’s point of view.
7. Encourage brainstorming to find possible solutions that meet both people’s needs.
8. Develop an action plan with small steps to success.
9. Celebrate collaborative action.

Eventually this process can be used by all team members when conflict arises. You won’t be tempted to ignore it, quash it, tell them to work it out, or take sides. The team will experience the long-term gains of developing stronger, deeper relationships with your guidance.