Family Business Conflict Archetypes, Frames, Roles, and Tactics are discussed in this book with a view toward educating readers to the common conflict cycles that family businesses encounter. More specifically the book will address twelve conflicts that are common in family owned businesses, how to spot them and how to resolve them.

Introduction: A Primer to Managing Conflict in Family Business Chapter 1: Managing Conflict: The Balance of Family and Business The Three Domains of Family Business Eliminating Conflicts or Managing Conflicts: What's Realistic? Chapter 2: Common Dilemmas That Can Lead to Conflict Compensation and Ownership Avoiding Conflict Triangulation Bullying and Scapegoating Sibling Rivalry Opportunity and Privilege Chapter 3: Guidelines for Dealing with Dilemmas that Lead to Conflict Check Your Assumptions Practice Active Listening Ensure Clear and Fair Processes Utilize Structure Are You Business First or Family First? Small Shifts that Make A Difference        o Stay Calm       o Regulate Your Own Tension       o Strive to Be Inclusive       o Understand and Accept Differences and Diversity       o Manage Meetings Effectively Chapter 4: Create a Legacy for Future Generations: Keeping Dilemmas, Tensions, and Conflict in Check Alignment Around Shared Mission, Vision, and Values Minimizing Destructive Entitlement Be Aware of How History Repeats Itself Don't Hand Down Bad Habits Reconcile Past Injustices and Cutoffs Final Thoughts: Some Dilemmas Simply Remain Dilemmas Further References

DR. Kent Rhodes is core faculty at the Pepperdine University, USA Doctoral Programs in Organization Leadership and Organizational Change, the Master of Science in Organization Development program, and the Straus Institute for Dispute Resolution, the world's number one ranked program in Conflict Management. He served as an ombudsman for the University for more than 15 years. Rhodes founded and served as chief executive officer of OnCourse Network, Inc., an Internet Education Company. He also is an entrepreneur who maintains a successful coaching and consulting practice for a variety of privately held businesses, family owned enterprises and non-profit organizations. As an associate with the Family Business Consulting Group, he brings first hand experience, equipping executives and management teams with leadership skills that build value and personal capacity for success.
 
David Lansky, Ph.D., a principal consultant with the Family Business Consulting Group, Inc. has played a key role in the growth and transformation of many enterprising families, and in the business interests which they share. A clinical psychologist and family therapist by training, David spent over 15 years as a managing partner in a clinical psychology practice. A graduate of Montreal's McGill University, David obtained his Master's and Doctoral degrees in clinical psychology from Rutgers University. He has served as clinical faculty member and supervisor at Northwestern University's Family Institute and taught marital and family therapy at the Adler School of Professional Psychology in Chicago.