Notes

1. Adapted from Kenneth Thomas, "Conflict and Conflict Management," The Handbook of Industrial and Organizational Psychology , Marvin Dunnette, editor (Chicago: Rand McNally, 1976).

2. Thomas Gordon, Leader Effectiveness Training: L.E.T . (New York: Putnam, 1977), p. 272; in the Appendix, the author explains the origin of active listening. The term active listening was first suggested to me by Richard Farson. However, the technique itself is derived from the work of Carl Rogers and his psychology students at Ohio State University. At that time, it was labeled "reflection of feelings."

3. Gordon, Leader Effectiveness Training: L.E.T ., pp. 6063.

4. Both the active listening techniques outlined here and the assertion skills discussed later in this chapter are not original with Guttman Development Strategies. Because they have been used by many others, for many years , we are unable to trace them with certainty to their originators.

5. Adapted from the sender/receiver model described in Gordon, Leader Effectiveness Training: L.E.T ., pp. 5152.

6. The concepts illustrated in this model were developed by Bernard M. Kessler, Ph.D.