Working in adversarial relationships : operating effectively in relationships characterized by little trust or support

A highly practical and insightful book; it will help you to perform more effectively in a workplace which requires you to function effectively in predominantly adversarial relationships. Whether you work for a small, medium or large organization this book will enable you to get things done effectively in prevailingly oppositional relationships.

• 1 What is an Adversarial Working Relationship? The Behaviors and Dynamics in a Relationship Characterized by Little Trust or Support p. 1
• Your experience of adversarial working relationships p. 1
• An adversarial colleague: a definition p. 3
• Exploring adversarial workplace relationships p. 3
• The mindset of an adversarial colleague p. 4
• An adversarial colleague: a contradiction in terms? p. 6
• The consequences of adversarial behavior for the workplace p. 6
• Case study 1 First encounter p. 8
• First encounter: analyzing the dynamics p. 8
• Case study 2 Covering up p. 11
• Covering up: analyzing the dynamics p. 12
• Summary and next chapter p. 16
• 2 The Impact of Adversarial Behavior at Work: The Consequences of Oppositional Behavior for Workplace Relationships p. 17
• Adversarial politicians, adversarial bullies p. 17
• The dynamics created by an adversarial colleague p. 20
• The quality of relationships created by adversarial behavior p. 21
• Case study 3 Answering the question p. 22
• Answering the question: analyzing the dynamics p. 23
• The challenge of working with an adversarial colleague p. 26
• The consequences of adversarial working environments p. 27
• Case study 4 Altered agenda p. 28
• Altered agenda: analyzing the dynamics p. 29
• Your adversarial colleagues p. 32
• Summary and next chapter p. 34
• 3 Low Trust, Low Support: The Cornerstones of an Adversarial Approach p. 35
• The role of trust and support at work p. 35
• The links between support and challenge p. 37
• Support and challenge in your work p. 38
• The challenge presented by adversarial colleagues p. 40
• Different people, different expressions of support p. 42
• Case study 5 Working without trust p. 43
• Working without trust: analyzing the dynamics p. 44
• Your adversarial colleagues p. 47
• Summary and next chapter p. 48
• 4 Selective Adversarial Behavior: Colleagues who Sometimes Use an Adversarial Approach and who Sometimes Don't p. 49
• The decision to use selective adversarial behavior p. 49
• The impact of selective adversarial behavior p. 51
• Case study 6 Change of heart p. 51
• Change of heart: analyzing the dynamics p. 53
• Case study 7 Overstepping the mark p. 56
• Overstepping the mark: analyzing the dynamics p. 58
• Boundary conflicts: a key underlying issue p. 61
• Case study 8 Addressing the issues p. 61
• Addressing the issues: analyzing the dynamics p. 62
• Addressing the issues: a word of warning p. 63
• Your adversarial colleagues p. 64
• Summary and next chapter p. 65
• 5 Working with Adversarial Peers: Minimizing the Risk of Working without Authority and with Little Influence p. 67
• Handling an adversarial peer p. 68
• Case study 9 Fishy business p. 69
• Fishy business: analyzing the dynamics p. 71
• Managing the boundaries p. 76
• Finding suitable boundaries: three short examples p. 77
• Managing the boundaries around your work p. 81
• Retaining control of work you are managing p. 82
• Your adversarial colleagues p. 83
• Case study 10 Cutting through the fog p. 84
• Cutting through the fog: analyzing the dynamics p. 86
• Circumventing an oppositional streak p. 89
• Case study 11 Ganging up p. 91
• Ganging up: analyzing the dynamics p. 93
• Your adversarial colleagues p. 97
• Summary and next chapter p. 98
• 6 Managing an Adversarial Team Member: Confronting Counterproductive Behavior p. 99
• Handling an adversarial team member p. 99
• Case study 12 Provoking disagreement p. 100
• Provoking disagreement: analyzing the dynamics p. 101
• The signals of an adversarial team member p. 103
• Dodging the issue p. 104
• Case study 13 Confrontation p. 105
• Confrontation: analyzing the dynamics p. 106
• Naming the game p. 109
• Your adversarial colleagues p. 110
• Case study 14 Rebel mode p. 112
• Rebel mode: analyzing the dynamics p. 113
• Antagonism towards authority p. 116
• Case study 15 Generous spirit p. 118
• Generous spirit: analyzing the dynamics p. 118
• Giving feedback to an adversarial team member p. 121
• Your adversarial colleagues p. 123
• Summary and next chapter p. 124
• 7 Reporting to an Adversarial Manager: Handling a Boss with Organizational Authority and an Adversarial Mindset p. 125
• Comparing an adversarial manager and a non-adversarial manager p. 127
• How a non-adversarial manager uses their organizational authority p. 127
• How an adversarial manager uses their organizational authority p. 129
• The impact of adversarial managers p. 131
• Lower levels of trust and support p. 132
• Case study 16 Managing the manager p. 133
• Managing the manager: analyzing the dynamics p. 134
• Your adversarial colleagues p. 136
• The aim of an adversarial manager p. 137
• The challenge of working for an adversarial manager p. 138
• Case study 17 Straight answer to a straight question p. 139
• Straight answer to a straight question: analyzing the dynamics p. 140
• The mindset of an adversarial manager p. 143
• Case study 18 Creating a senior enemy p. 145
• Creating a senior enemy: analyzing the dynamics p. 147
• Making your points and losing less p. 151
• Mitigating the risks of compliance p. 152
• Your adversarial colleagues p. 154
• Case study 19 Keeping your eye on the ball p. 155
• Keeping your eye on the ball: analyzing the dynamics p. 156
• Keep on doing what you usually do p. 157
• Summary and next chapter p. 159
• 8 Adversarial Allies: A Narrative Case Study p. 161
• Moving up p. 161
• Meeting the senior team p. 162
• Attending the top team meeting p. 164
• Questions for you to answer: set one p. 165
• Working with the brand team p. 166
• Last-minute hitch p. 167
• Questions for you to answer: set two p. 168
• The team assessment workshop p. 168
• Questions for you to answer: set three p. 170
• Six questions p. 170
• Questions for you to answer: set four p. 172
• Picking up the pieces p. 173
• Questions for you to answer: set five p. 174
• The sales director's response p. 174
• Fallout p. 175
• Questions for you to answer: set six p. 176
• Review section: answers to the questions p. 177
• Set one p. 177
• Set two p. 179
• Set three p. 182
• Set four p. 183
• Set five p. 185
• Set six p. 187
• References and Recommended Reading p. 193
• Index p. 195