From Conflict to Courage audiobook cover - How to Stop Avoiding and Start Leading

From Conflict to Courage

How to Stop Avoiding and Start Leading

Marlene Chism

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From Conflict to Courage
The Cost of Unresolved Conflict+
Reframing Conflict+
Three Dysfunctional Responses+
Three Games to Win+
Achieving Leadership Clarity+
Having Effective Conversations+
Listen and Learn+

Quiz — Test Your Understanding

Question 1 of 7
How should leaders optimally reframe workplace conflict to make it more approachable and solvable?
  • A. As an inevitable clash of incompatible personalities
  • B. As a battle between right and wrong that requires a definitive ruling
  • C. As a simple misalignment of opposing drives, desires, and demands
  • D. As a necessary test of team loyalty and resilience
Question 2 of 7
According to the book, what is a surprising truth about the aggressive response to conflict?
  • A. It is the most efficient way to establish authority in a new team.
  • B. It is actually just another form of avoidance.
  • C. It is usually the result of a lack of technical expertise.
  • D. It is easily cured by implementing stricter HR policies.
Question 3 of 7
What are the three interconnected elements required for truly effective conflict management?
  • A. Empathy, assertiveness, and mediation skills
  • B. The inner game, the outer game, and a supportive organizational culture
  • C. Top-down authority, strict policies, and regular performance reviews
  • D. Active listening, compromise, and external consulting
Question 4 of 7
What does the book suggest is the true purpose of paying attention to your emotional responses, like a knot in your stomach during a meeting?
  • A. They are distractions that a professional leader must learn to suppress.
  • B. They indicate that you are likely dealing with a toxic employee.
  • C. They are valuable data pointing toward a misalignment between current reality and desired outcomes.
  • D. They prove that the organization's core values are fundamentally flawed.
Question 5 of 7
How does the book recommend a manager approach an employee about a dress code violation?
  • A. By using a compliment sandwich to soften the criticism about their attire.
  • B. By directly tying the specific behavior to business outcomes and customer data.
  • C. By appealing to the manager's personal preferences for workplace professionalism.
  • D. By making a generalized statement about the employee's overall lack of commitment.
Question 6 of 7
When an employee responds to a new task with the phrase 'I'll try,' what should a manager be listening for?
  • A. A strong commitment to pushing through difficult challenges.
  • B. A passive-aggressive refusal to do the assigned work.
  • C. An indication of underlying uncertainty or a lack of confidence.
  • D. A cue that the employee needs a more advanced productivity tool.
Question 7 of 7
What is a 'pseudobarrier' in the context of workplace conflict?
  • A. A physical obstacle in the office layout that prevents open communication.
  • B. A surface-level objection that masks deeper concerns about competence, status, or security.
  • C. A bureaucratic HR policy that prevents managers from firing underperforming staff.
  • D. An imaginary deadline created by management to force productivity.

From Conflict to Courage — Full Chapter Overview

From Conflict to Courage Summary & Overview

From Conflict to Courage (2022) presents a comprehensive approach for transforming workplace disagreements into opportunities for growth and development. It introduces a three-part framework centered on developing “conflict capacity”, helping leaders move beyond common patterns of aggression, avoidance, and appeasing.

Who Should Listen to From Conflict to Courage?

  • New managers struggling to handle their first leadership conflicts
  • Experienced executives dealing with persistent interpersonal issues
  • Anyone seeking to build stronger conflict resolution skills

About the Author: Marlene Chism

Marlene Chism is a consultant and LinkedIn Learning instructor who specializes in helping organizations create drama-free workplace cultures. She has authored several books including Stop Workplace Drama, No-Drama Leadership, and 7 Ways to Stop Workplace Drama in Your Healthcare Practice, while also serving as an advanced practitioner in narrative coaching.

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