Jandt, F. E. and Gillette, P. (1985). Win-win negotiating:
Turning conflict into agreement. New York: John Wiley & Sons.
Levin, E. (1982). Negotiating tactics: Bargaining your way to
winning. New York: Fawcett Columbine.
Nierenberg, J. & Ross, I. S. (1985). Women and the art of
negotiating. New York: Simon and Schuster.
Pruitt, D. G. & Rubin, J. Z. (1986). Social conflict: Escalation,
stalemate, and settlement. New York: Random House.
Scott, G. G. (1991). Resolving conflict with others and within
yourself. Oakland, CA: New Harbinger Publications.
Ury, W. (1991). Getting past no: Negotiating with difficult
people. New York: Bantam.
CareerTrack (1-800-334-1018) produces an expensive conflict
resolution training program.
Decision Making and Problem Solving
Life can be viewed as a constant series of decisions. Only by
making rational decisions do we "take charge" of our lives. Some
decisions seem unimportant but are important. For example, every
minute or two we answer, by our behavior, the question: What is the
best use of my time right now? (See next method.) Any one decision
about the next couple of minutes of our lives may be trivial but taken
altogether the cumulative effect of conscientiously making those
millions of decisions determines the outcome of our lives. Likewise,
some admittedly important decisions, such as mate selection, career
choice, when and if to have children, and values, are often impulsively
or casually made. And, some unimportant decisions (because there
aren't significant differences among the choices), such as what car or
appliance to buy, are carefully made, based on precise technical data.
Some decisions are made alone and others are made under
tremendous social pressure, such as when to have sex, what religion
to accept, and what to do socially with peers. Nevertheless, all good
decision-making or problem solving methods follow the same process:
Understand the problem and goals clearly, so you can consider
a wide variety of alternative courses of action.
The creation of many possible solutions to the problem. You
can't use an inventive solution unless it has been thought of.