Table of Contents
Cover
More Praise for the Handbook of Conflict Resolution
Title
Copyright
Preface
Introduction
Part One: Interpersonal and Intergroup Processes Chapter One: Cooperation, Competition, and Conflict A Theory of Cooperation and Competition
The Effects of Cooperation and Competition
Constructive and Destructive Competition
Pathologies of Cooperation
Initiating Cooperation and Competition
Summary of the Theory of Conflict Resolution
Implications of the Theory for Understanding Conflict
Implications for Managing Conflict
Implications for Training
Conclusion
Chapter Two: Justice and Conflict The Forms that Injustice Takes
Implications for Understanding Conflict
Implications for Training
Conclusion
*Chapter Three: A Delicate and Deliberate Journey toward Justice Theorizing Justice Frameworks: Denaturalizing Inequality and Privilege
Rooting Solidarity in (Our) Nature
Under What Conditions Do Persons of Privilege Challenge Unjust Social Arrangements?
Challenging Inequality, Confronting Privilege
Conclusion
Chapter Four: Constructive Controversy What is Constructive Controversy?
Constructive Controversy Theory
Processes of Interaction
Structuring Constructive Controversies
Constructive Controversy and Democracy
Conclusion
Chapter Five: Trust, Trust Development, and Trust Repair What is Trust?
A Definition of Trust
Why Trust is Critical to Relationships
Managing Trust and Distrust in Conflict Situations
Conclusion
Chapter Six: Power and Conflict A Discussion of Power
Components of Power
A Situated Model of Power and Conflict
Implications for Training in Conflict Resolution
Conclusion
Chapter Seven: Communication and Conflict Four Communication Paradigms
Form Versus Substance: Both Matter
Conclusion
Chapter Eight: Language, Peace, and Conflict Resolution Concepts of Language, Peace, and Conflict Resolution
Implications for An Applied Peace Linguistics
Implications for Education for Peaceful Language Use
Language in Peace-Building Teacher Education
Conclusion
Appendix: On Languages
Chapter Nine: The PSDM Model A Simple Model
Problem Solving
Decision Making
Understanding Problem Solving and Decision Making in Conflict Situations
Implications for Training and Practice
Conclusion
Chapter Ten: Intergroup Conflict Intergroup Conflict: Sources and Dynamics
Implications for Understanding and Practice
Implications for Training
Conclusion
Part Two: Intrapsychic and Intragroup Processes Chapter Eleven: Judgmental Biases in Conflict Resolution and How to Overcome Them BIAS: A Definition
Implications of Negotiator BIAS
Remedying BIAS in Negotiation
Conclusion
Chapter Twelve: Emotion and Conflict The Nature of Emotions
The Interaction Between Emotion and Conflict
How to Intervene in Conflict, Control Negative Emotions, and Foster Positive Emotions
Conclusion
Chapter Thirteen: Self-Regulation in the Service of Conflict Resolution Understanding “Willpower”
From Hot to Cool: Enabling Willpower
Interpersonal Conflict
Self-Regulatory Plans and Implementation Strategies
Modeling, Role Play, or Rehearsal
Conclusion
*Chapter Fourteen: Group Decision Making in Conflict Groupthink and Polythink
The IRAQ War—From Groupthink to Polythink
Conclusion and Policy Implications
Part Three: Personal Differences *Chapter Fifteen: Natural-Born Peacemakers? Resolving Conflicts
Negotiating Contracts
Negotiating Boundaries
Questions not Yet Answered
Implications and Applications
Conclusion
Chapter Sixteen: Resolving Intractable Intergroup Conflicts Direct Social Psychological Approaches to Conflict Resolution
Indirect Social Psychological Approaches to Conflict Resolution
Incremental Beliefs, Negative Trait Judgments About the Out-Group, and Conciliatory Political Action Tendencies: The Judgment Dimension
Incremental Beliefs, Extreme Intergroup Emotions, and Conciliatory Political Action Tendencies: The Emotional Dimension
Implications and Future Directions
Chapter Seventeen: Personality and Conflict Representative Models of Personality
Trait Approaches
Conclusion
Chapter Eighteen: The Development of Conflict Resolution Skills The Importance of Social-Emotional Learning and Conflict Management
Stage Theories of Early Childhood Development
The Function of Conflict in Early Childhood Development
Middle Childhood
Adolescence
Adulthood
Conclusion
Part Four: Creativity and Change Chapter Nineteen: Creativity and Conflict Resolution Evolving Systems Approach
The Shadow Box Experiments
The Importance of Point of View
Chapter Twenty: Some Guidelines for Developing a Creative Approach to Conflict Creativity Resulting from Conflict
Novel Point of View
Time and Conflict Resolution
Play and Creativity
Individual Work and Collaboration
Techniques for Stimulating Novel Ideas
Conclusion
Chapter Twenty-One: Creativity in the Outcomes of Conflict Overview: Person, Process, and Product
Integrative Agreement as Creativity
Creative Products: The Structure of Integrative Agreements
Creative Products from Creative Persons in a Creative Process
Conclusion
Chapter Twenty-Two: Change and Conflict Theoretical Conceptions of the Change Process
Psychological Factors Affecting the Change Process
Some Implications for Training
Conclusion
Chapter Twenty-Three: Changing Minds An Overview of Persuasion Theory and Research
Persuasion in the Context of Conflict Resolution
Promoting Open-Minded Processing
Conclusion
Chapter Twenty-Four: Learning through Reflection on Experience The Roots of The Framework in Adult Learning Theory
Our Framework of Learning Through Reflection on Experience
Why Coaches and Facilitators Can be Catalysts for Learning Through Reflection
Encouraging Dialogue and New Ideas in Our Learning Through Reflection on Experience Framework
Conclusion
Part Five: Culture and Conflict *Chapter Twenty-Five: The Alchemy of Change Defining Culture
Cultural Fluency: What is its Importance, and How Does it Work?
Building Cultural Fluency
Neuroscience as Conflict Resolution Resource
Arts-Based Approaches to Conflict Resolution
Implications for Pedagogy
*Chapter Twenty-Six: Indigenous Lessons for Conflict Resolution Indigenous Knowledge and Practice
Harnessing of Collective Wisdom for Global Conflict Resolution, Justice, and Peace
Applications and Conclusions
*Chapter Twenty-Seven: Multiculturalism and Conflict Multiculturalism as a Social Movement
Applications of Multiculturalism
A Theoretical Approach to Managing Multicultural Conflict: The Integration-Adaptation Model
Case Study: Multiculturalism and the Boy Scouts of America
Conclusion
Chapter Twenty-Eight: Cooperative and Competitive Conflict in China Should the Theory of Cooperation and Competition be Applied in China?
Research Methods in China
East Asian Tests of The Theory
Cross-Cultural Studies
Chinese Values for Conflict Management in China
Leadership in a Hierarchical Society
Developing the Theory Through Research in China
Summary and Conclusion
Part Six: Difficult Conflicts Chapter Twenty-Nine: Aggression and Violence Defining Aggression and Violence
Theories of Aggression and Violence
Addressing Aggression and Violence: Implications for Practice
Conclusion
Chapter Thirty: Intractable Conflict Defining Intractable Conflict
Approaches to Addressing Intractable Conflict: Five Paradigms
Components of Intractable Conflicts
A Dynamical Systems Model of Intractable Conflict
Ten Guidelines for Altering the Attractor Landscapes of Intractable Conflicts
Implications for Training
Conclusion
*Chapter Thirty-One: The Pragmatics of Peace with Justice Inherent Tensions
Exploring the Practice
Challenges to Synergy
Latest Developments
Moving Forward: Operationalizing Peace with Justice
*Chapter Thirty-Two: Terrorism The Terrorists
Terrorist Profiles: The Political, the Religious, the Criminal
Terrorists in Action
Strategic Options for Engaging Terrorists
Knowing the Culture, Psychology, Values and Goals of The Terrorist Group
Negotiating with Terrorists
Rogue States
Trust and Historical Gestures
The Victims
Media and Public Opinion
Negotiation Effectiveness
Conclusion
Part Seven: Models of Practice *Chapter Thirty-Three: Negotiation Theoretical and Empirical Roots of Integrative Negotiation
Why Our Emphasis on Integrative Negotiation?
How to do Integrative Negotiation Well in Typical Conflicts
How to do Integrative Negotiation Well in Difficult to Resolve Conflicts
Conclusion
Chapter Thirty-Four: The Mediation of Conflict Theory and Research
Implications for Understanding and Managing Conflict
Implications for Training
Conclusion
Chapter Thirty-Five: Teaching Conflict Resolution Skills in a Workshop Insights from Practice
Overview of The Coleman Raider Workshop Design
Workshop Objectives and Pedagogy
Seven Workshop Modules
Conclusion
Postscript
*Chapter Thirty-Six: Creating Constructive Communication through Dialogue Dialogic Approach to Communication
Dialogue Processes
Problems in Communication During Conflict
Preventing and Overcoming Problems in Communication
Creating New Social Worlds Made from Dialogic Communication
*Chapter Thirty-Seven: An Empirically Based Approach to Couples’ Conflict Stage 1: The Discovery of Reliable Patterns of Interaction
Stage 2: Prediction and the Replication of the Prediction
Stage 3: Theory Building, Understanding, and Prevention and Intervention
Summary Of Effectiveness Evidence for Intervention and Prevention
Chapter Thirty-Eight: Managing Conflict through Large Group Methods What are Large Group Intervention Methods?
Three Types of Large Group Methods
New Frontiers: Applications to Peace Building and Legislative Processes
Conclusion
*Chapter Thirty-Nine: Group Relations and Conflict Resolution Group Dynamics and Group Relations: A Brief History
Conflict in Groups: A Diagnostic Framework
Case Study: The Case of Pink Power
Toward Conflict Resolution: A Group Relations Model of Intervention
Conclusion
*Chapter Forty: Reconciliation between Groups The Origins of Violence and Basic Psychological Needs
Security and Reconciliation
The Principles and Practices of Reconciliation
Justice Processes
Moving Toward Forgiveness
The Multiple Processes in Reconciliation
Conclusion
*Chapter Forty-One: Social Networks, Social Media, and Conflict Resolution Traditional Social Network Analysis
Social Network Research on Conflict
Social Media
Dynamic Network Theory
Conflict Resolution Strategies in Social Networks
Network Conflict Worksheet
International Linkages
Online Dispute Resolution
Conclusion
*Chapter Forty-Two: Using Research Findings in Practice Doing Research on Conflict Management and Resolution
Communicating Research Findings
Applying Research Findings
Learning Gains
Conclusion
*Chapter Forty-Three: Nonviolent Struggle Examples of Nonviolent Struggle
Definition of Nonviolent Struggle
Importance of Nonviolent Struggle
Media Coverage of Nonviolent Struggle
The Future of Nonviolent Action
Conclusion
Glossary
Part Eight: Looking to the Future Chapter Forty-Four: A Framework for Thinking about Research on Conflict Resolution Initiatives Types of Research
Audiences for Research
Research Strategies
Research Evaluating Conflict Resolution Initiatives
Conclusion
Chapter Forty-Five: Some Research Frontiers in the Study of Conflict and Its Resolution Origins and Impact of Conflict
Strategic Choice
Escalation and Intractability
Readiness for Conflict Resolution
Negotiation
Mediation
Conclusion
Concluding Overview
About the Editors
About the Contributors
More from Wiley
Name Index
Subject Index
End User License Agreement
List of Tables
Chapter Four: Constructive Controversy Table 4.1 Process of Controversy and Concurrence Seeking
Table 4.2 Meta-Analysis of Academic Controversy Studies: Weighted Effect Sizes
Chapter Five: Trust, Trust Development, and Trust Repair Table 5.1 Sixteen Relationship Types Based on Dominant Trust and Distrust Elements
Chapter Seventeen: Personality and Conflict Table 17.1 Normal Frustrations, Typical Defense Mechanisms, Developmental Crises, Psychopathology, and Adult Character Traits with Several Early Stages of Psychosexual Development
Chapter Eighteen: The Development of Conflict Resolution Skills Table 18.1 Piaget’s Social Cognitive Approach to Children’s Development
Table 18.2 Comparison of Social Cognitive Approaches to Development
Table 18.3 Kegan’s Cognitive Orders of Consciousness
Table 18.4 Erikson’s Psychosocial Stages in Development
Chapter Twenty-Four: Learning through Reflection on Experience Table 24.1 Action Science Map ar
ound Sexual Harassment in the Workplace
Chapter Twenty-Seven: Multiculturalism and Conflict Table 27.1 I-AM-Inducing Strategies and Interventions at the Individual and Organizational Levels
Chapter Thirty-One: The Pragmatics of Peace with Justice Table 31.1 Key Differences between Human Rights and Mediation
Chapter Thirty-Five: Teaching Conflict Resolution Skills in a Workshop Table 35.1 Coleman Raider AEIOU Coding Sheet (Abridged)
Chapter Forty: Reconciliation between Groups Table 40.1 Reconciliation and the Prevention of New Violence
Chapter Forty-Two: Using Research Findings in Practice Table 42.1 xamples of Methodologies in Four Research Traditions
List of Illustrations
Chapter Four: Constructive Controversy Figure 4.1 Theory of Controversy
Chapter Six: Power and Conflict Figure 6.1 The Situated Model of Power and Conflict
Figure 6.2 Psychological Orientations in the Basic Conflict Stimulus Field
Chapter Nine: The PSDM Model Figure 9.1 An Integrated Model of Problem Solving and Decision Making in Conflict Resolution
The Handbook of Conflict Resolution (3rd ed) Page 1