April 9, 2003	Volume 3, Issue 15
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Conflict Haiku

by Rick Brenner

When tempers flare, or tension fills the air, many of us contribute to the stew, often without realizing that we do. Here are some haiku that describe some of the many stances we choose that can lead groups into tangles, or let those tangles persist once they form.

Here are some haiku to contemplate when you find yourself in the midst of difficult, uncomfortable, tense situations at work. Read them slowly. Notice how you feel about each one.

Writing haiku can be a relaxing, meditative exercise. The act can clear your mind. Try it. More about haiku  Top    Next Issue

Naomi Karten (www.nkarten.com)

Haiku that describe
Communication stances —
What a great idea!

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Are you fed up with tense, explosive meetings? Are you or a colleague the target of a bully? Destructive conflict can ruin organizations. But if we believe that all conflict is destructive, and that we can somehow eliminate conflict, or that conflict is an enemy of productivity, then we're in conflict with Conflict itself. Read 101 Tips for Managing Conflict to learn how to make peace with conflict and make it an organizational asset. Order Now!

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Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

More articles on Emotions at Work:

I Think, Therefore I Laugh

Humor is fun — that's why they call it "funny." If you add humor to your own work environment, you'll reduce your level of stress, increase your creativity, and drive your enemies nuts.

The Fundamental Attribution Error

When we try to understand the behavior of others, we often make a particularly human mistake. We tend to attribute too much to character and disposition and too little to situation and context. When we seek a better balance, we can adopt a more accepting view of events around us.

Believe It or Else

When we use threats and intimidation to win debates or agreement, we lay a flimsy foundation for future action. Using fear may win the point, but little more.

Self-Serving Bias in Organizations

We all want to believe that we can rely on the good judgment of decision makers when they make decisions that affect organizational performance. But they're human, and they are therefore subject to a cognitive bias known as self-serving bias. Here's a look at what can happen.

See No Bully, Hear No Bully

Supervisors of bullies sometimes are unaware of bullying activity in their organizations. Here's a collection of indicators for supervisors who suspect bullying but who haven't witnessed it directly.

See also Emotions at Work and Conflict Management for more related articles.

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I offer email and telephone coaching at both corporate and individual rates. Contact me for details at rbrenner@ChacoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.

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On 14 December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough, but to project managers, the story is fascinating. Lessons abound. Read more about this program. Here's an upcoming date for this program:

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On 14 December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough. Lessons abound. Among the more important lessons are those that demonstrate the power of the agile approach to project management and product development. Read more about this program. Here's an upcoming date for this program:

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