INDEX

Ability, 112, 114–116

Accessibility of management, 187

Accommodating style, 142, 144, 147–148, 151, 216

Accountability, 61, 110–112

Achievement, 207

Actions, 180

Active listening, 97–101

Advantage, The, 55, 66

Alternative dispute resolution, 199, 204

American Arbitration Association, 200

Appreciative listening, 212

Approaches to leadership, 117–119

Armstrong, Sharon, 26

Ascription, 207

Assertiveness, 142

Assumptions, 46–49, 71–72, 87, 92, 180

Assumptions, listening and, 92

Attending skills, 75

Avoiding style, 143, 144–145, 148–149, 150–151, 217

Baby Boomers, 45

Balance, 83–84

Barriers to communication, 208

Behavior, constructive, 84

Behaviors, disruptive, 23, 167–184

Beliefs, listening and, 91

Bias, 46, 47, 87

Big Book of HR, The, 142, 189, 198

Blame, 210

Boundaries, 176

Brainstorming, 64–65, 69, 132

Bullying policy, 194

Bullying, 170, 174–176, 193–194

Change, 25–37, 42, 57, 166

Change, approach to, 42

Clarifying skills, 76

Closed-ended questions, 79, 99

Collaborating style, 143, 145, 149, 151, 218

Collaboration, 154

Commitment, 36

Communication breakdown, 63

Communication cycle, the, 211

Communication style, 42

Communication, 52, 186, 191

Communication, barriers to, 208

Communitarianism, 206

Competing style, 142, 144, 146–147, 150, 216

Competition, 56

Comprehensive listening, 213

Compromising style, 143, 145–146, 149, 151, 217

Conclusions, jumping to, 22

Conduct policy, 191–192

Conflict style, 141–152

Conflict, owning a, 157–161

Confrontation, respectful, 181–183

Consequences, 121

Constructive behavior, 84

Control, 83–84, 87

Conversations, effective, 74–78

Cooperation, 56, 155

Cooperativeness, 142

Core dimensions, 40

Covey, Stephen, 62

Creativity, 165

Criteria, objective, 134–138

Culture, 40–42

Culture, dimensions of, 205

Culture, listening and, 92

Curiosity, 80

Curiosity, respectful, 52–53

Descriptive questions, 80

Dialogue, 74–78, 87

Differences, 44–46

Dignity, 52

Dimensions of culture, 205

Discerning listening, 213

Discipline process, 192

Discrimination, 169–170, 193

Dispute resolution, alternative, 199, 204

Disrespect, 168–170

Disrespect, spiral of, 219

Disruptive behaviors, 167–184

Disruptive behaviors, 23

Diverse Teams at Work, 61, 62

Diversity self-assessment planner, 209

Diversity, 20, 21, 39–54, 61–62, 69

Eblin, Scott, 195

E-communications, 93

Effective conversations, 74–78

Eisaguirre, Lynne, 20, 90, 104, 146

Emotional Intelligence, 68

Emotions, 92, 207, 210–211

Emotions, listening and, 92

Emotive questions, 80

Empathic listening, 212

Employee Assistance Programs (EAPs), 196–197, 200

Employee training, 197

Employment discrimination laws, 198–199, 220–221

Encouraging skills, 76

Essential Manager’s Handbook, The, 68

Essential Performance Review Handbook, The, 26

Evaluative listening, 213–214

Expectations, 22, 84, 107–121, 188, 191

Expectations, unclear, 188

Factual questions, 79

Fair Labor Standards Act, 198

Family and Medical Leave Act, 198

Federal Mediation and Conciliation Service, 200

Feeling questions, 80

Feelings, 82–84

Fisher, Roger, 124

Flexibility, workplace, 198–199, 204

Flex-time, 198

Future Shock, 26

Generation X, 26, 45

Generations in the workplace, 26, 44–45

Getting to Yes, 124

Giving good information, 81–82

Global economy, 26

Globalization, 21

Goals, 58

Goleman, Daniel, 68

Goulston, Mark, 103

Hampden-Turner, Charles, 41–42, 205

Harassment policy, 192–193

Harassment, 154, 168–169, 170, 172–173, 178–179

Hersey/Blanchard Situational Leadership Model, 118, 119, 214

Impact, intent cs., 178–180, 183

Individualism, 206

Information, giving good, 81–82

Information, obtaining, 78–81

Innovation, 165

Intent, impact vs., 178–180

Interest, position vs., 22, 124–125

Interests, shared, 135

Internet generation, 45

Interrupting, 84

Job freedom, 34

Job security, 33

Judgment, 87

Jumping to conclusions, 22

Kabat-Zinn, Jon, 195–196

Korolyi, Bela, 118

Language, 46, 176–178

Laws, employment discrimination 198–199, 220–221

Leadership, approaches to, 117–119

Leadership, new, 28–29

Lencioni, Patrick, 35, 55, 66

Listening filters, 101, 103

Listening styles, 212–214

Listening, 22, 37, 89–106

Listening, active, 97–101

Listening, reflective, 101–103

Listening, stages of, 94, 106

Management accessibility, 187

Management techniques, 186–188

Management training, 188–189

Mediation, 155–157, 218–219, 199

Meetings, 60

Mentoring, 189

Micro-inequities, 169, 170–172

Millennials, 26–27, 45

Mindfulness, 195–196

Motivation, 112–114

Negotiating, 124, 129

New hires, 30

New leadership, 28–29

Nycz-Connor, Jennifer, 92

Objective criteria, 134–138

Obtaining information, 78–81

Occupational Safety and Health Act, 199

Office redesign, 31–32

Office relocation, 31–32

Open-door policy, 187

Open-ended questions, 78–79, 99

Opinion-based questions, 80

Options, 129–133

Over-communication, 36, 37

Overworked and Overwhelmed, 195

Owning a conflict, 157–161

Parcells, Bill, 117

Participation, 61

Particularism, 206

Patience, 101

Peer review panels, 199–200

Perceptions, listening and, 92

Personal initiatives, 53–54

Perspectives, 48

Policies, 190–193, 200

Policies, new, 32–33

Position, interest vs., 22, 124–125

Power of a Good Fight, The, 20, 90, 104, 146, 216

Preferred conflict style, 146, 150–151, 152

Pride in the organization, 34–35

Primary dimensions, 40

Probes, 99

Problem solving, 42, 71–87

Problem-solving style, 42

Processing, 94, 95, 106

Programs, wellness, 194–196

Questions, closed-ended, 79, 99

Questions, descriptive, 80

Questions, factual, 79

Questions, feeling, 80

Questions, open-ended, 78–79, 99

Questions, opinion-based, 80

Questions, reflective, 79

Raised expectations, 116–117

Receiving, 94–95, 106

Reflecting skills, 76–77

Reflective listening, 101–103

Reflective questions, 79

Relationships, listening and, 92

Reporting relationships, 29–30

Resignation, 34

Resisting change, 27

Respect, 52

Respectful confrontation, 181–183

Respectful curiosity, 52–53

Responding, 94, 95, 106

Responsibilities, new, 33–34

Riding the Waves of Culture, 41, 205

Rowe, Mary, 170

Secondary dimensions, 40

Secrecy, 66

Sequential time, 207

Setting the tone, 108

Setting, listening and, 91

Seven Habits of Highly Effective People, The, 62

Sexual harassment, 178

Shared interests, 135

Shared standards, 135

SMART goals, 58–59, 69

Socialization, 46–49

Solutions, finding creative, 130

Spiral of disrespect, 219

Stages of listening, 94, 106

Status, 207

Stereotypes, 46–49

Style, communication, 42

Style, conflict, 141–152

Synchronous time, 207

Systems, new, 30–31

Team conflicts, 65–66

Team conflicts, examples of, 209–210

Team members, new, 30

Team norms, 59–61

Teamwork, 55–69

Techniques, management, 186–188

Technology, 21, 25

Technology, new, 30–31

Telecommuting, 32–33, 198

Time, managing, 207

Timing, listening and, 91

Toffler, Alan, 26

Tone, setting the, 108

Traditionalists, 45

Training, employee, 197

Training, management, 188–189

Trompenaars, Fons, 41–42, 205

Trust, 35–36, 66, 69, 186

Universalism, 206

Ury, William, 124

Violence, bulling and, 175

Walsh, Bill, 118

Wellness programs, 194–196

Workplace change, 25–37

Workplace violence, 170