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The “Harvard Method,” as it is sometimes called, emphasizes the importance of easy two-way communication. Yet in both negotiations and daily life, for good reasons or bad, we often don’t talk to each other, and don’t want to. And sometimes when we…
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According to Nutt, decisions that fail in organizations can be traced to managers who impose decisions, limit the search for alternatives, and use power to implement plans. Nutt finds that managers who make the need for action clear, set objectives…
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In this book, Isaacs argues that we should learn to kindle and sustain a new conversational spirit in our relationships, organizations, and communities. A conversational spirit will help us in times of frustration and conflict and help us work…
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In every organization, things go wrong. For the most part, these errors are minor and often go unnoticed. However, when disaster occurs, external pressure often forces the exposure of many of the failures that occur within an organization. Thus, a…
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Many of the accidents that organizations face are a result of complex interactions between multiple events and with multiple actors. They cannot be explained as being only one group or individual’s “fault”. In this book, Perrow investigates the…
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In this chapter, Kantor and Ober introduce a model for dealing with conflicts that arise when employees are resistant to organizational change. Change situations are high stakes situations that cause greater fear and anxiety than low stakes…
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Wildland fire operations are conducted in a high-risk environment. Individuals involved in all aspects of fire management are subject to the dangers of burnovers, vehicle and aircraft accidents, and medical emergencies. Between 1990 and 1998, 133…
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