Tag Archives: Robert Ferguson

Book Review: Conflict Meets Power in the Workplace

One of the most consequential blind spots in popular management literature on conflict resolution is the failure to adequately address situations of unequal power. Yet research has demonstrated that power differentials significantly impact the way in which disputants handle conflict. In their book “Making Conflict Work: Harnessing the Power of Disagreement,” Columbia Professor Peter T. Coleman and Psychologist Robert Ferguson seek to address this gap through a theoretically rich, yet surprisingly practical, contribution to the field. Continue reading