| Description |
1 online resource (1267 pages) |
| Contents |
The Handbook of Conflict Resolution: Theory and Practice -- Copyright -- Contents -- Preface -- Introduction -- A Conflict between Husband and Wife -- An Intergroup Conflict at a School -- The Position of the BTC -- The Position of the European American SBM Committee Members -- The Conflict in Northern Ireland -- Some Questions About Conflict -- Some Differences between the Orientation of Theorists and Practitioners -- Analytical versus the Synthetic Approach -- Skeptical versus Pragmatic -- Enduring versus Useful Truths -- A Brief History of Social Psychological Theorizing About Conflict -- Field Theory, Conflict, and Cooperation-Competition -- Game Theory and Games -- Themes in Contemporary Social Psychological Research on Conflicts -- References -- 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 -- The Importance of a Cooperative Orientation -- Reframing -- The Norms of Cooperation -- The Values Underlying Constructive Conflict Resolution -- Implications for Managing Conflict -- Implications for Training -- The Social Context of Learning -- The Social Context of Application -- The Substantive Content of Training -- The Reflective Practitioner -- Suppose the Other Does Not Want to Cooperate -- What Then? -- Conclusion -- References -- Chapter Two: Justice and Conflict -- The Forms That Injustice Takes -- Distributive Justice -- Procedural Justice -- The Sense of Injustice -- Retributive and Reparative Justice -- Moral Exclusion -- Cultural Imperialism |
|
Implications for Understanding Conflict -- Injustice as the Source of Conflict -- Injustice in the Course of Conflict -- Conflict About What Is Just -- "Justifying" as a Negotiation Tactic -- Implications for Training -- Knowledge of Systematic Forms of Injustice in Society -- Enlarging the Scope of One's Moral Community -- Increasing Empathy -- Forgiveness and Reconciliation -- Inventing Solutions -- Conclusion -- References -- Chapter Three: A Delicate and Deliberate Journey toward Justice: Challenging Privilege: Building Structures of Solidarity -- 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 -- The Equality Trust: Structural Policies Designed to Reduce Inequality Gaps -- Bringing Social Justice Home to School: Psychosocial Education for Diversity and Inclusion -- Praxis Consulting Group: Building Employee-Owned Cooperatives by Addressing Inequality -- Conclusion -- References -- Chapter Four: Constructive Controversy: The Value of Intellectual Opposition -- What Is Constructive Controversy? -- Constructive Controversy Theory -- Structure of the Situation -- Processes of Interaction -- Constructive Controversy -- Concurrence Seeking -- Benefits of Constructive Controversy -- Conditions Determining the Constructiveness of Controversy -- Structuring Constructive Controversies -- Constructive Controversy in the Classroom -- Decision Making -- Constructive Controversy and Democracy -- Conclusion -- References -- Chapter Five: Trust, Trust Development, and Trust Repair -- What Is Trust? -- A Definition of Trust -- Why Trust Is Critical to Relationships -- Calculus-Based Trust -- Identification-Based Trust |
|
Trust and Relationships: An Elaboration of Our Views -- Characterizing Relationships Based on Trust Elements -- Managing Trust and Distrust in Conflict Situations -- Actions That Build Calculus-Based Trust -- Strategies to Manage Calculus-Based Distrust -- Actions That Build IBT -- Strategies to Manage IBD -- What Happens If Trust Is Violated? -- Trust Repair -- Implications for Managing Conflict More Effectively -- Conclusion -- Notes -- References -- Chapter Six: Power and Conflict -- A Discussion of Power -- Power as a Dynamic -- Environmental, Relational, and Personal Power -- Potential and Kinetic Power -- Primary and Secondary Power -- Top-Down, Middle-Out, and Bottom-Up Power -- Effective Power and Sustainable Outcomes -- Perceived Power -- General versus Relevant Power -- Components of Power -- Personal Factors -- Environmental Factors -- Principles of Power-Conflict Dynamics -- A Situated Model of Power and Conflict -- Implications for Training in Conflict Resolution -- Conclusion -- References -- Chapter Seven: Communication and Conflict -- Four Communication Paradigms -- The Encoding-Decoding Paradigm -- The Intentionalist Paradigm -- The Perspective-Taking Paradigm -- The Dialogic Paradigm -- Form versus Substance: Both Matter -- Conclusion -- Note -- References -- Chapter Eight: Language, Peace, and Conflict Resolution -- Concepts of Language, Peace, and Conflict Resolution -- Implications for an Applied Peace Linguistics -- Nonviolent Communication -- Nonviolent Communication Research -- Appreciative Inquiry -- Research on AI -- Powerful Nondefensive Communication -- Constructive Communication -- Constructive Communication Research -- Implications for Education for Peaceful Language Use -- Language in Peace-Building Teacher Education -- The Rise of Nonkilling Linguistics -- Conclusion -- References -- Appendix: On Languages |
|
A Poem-Plea by Francisco Gomes de Matos -- Chapter Nine: The PSDM Model: Integrating Problem Solving and Decision Making in Conflict Resolution -- A Simple Model -- Problem Solving -- Problem Solving as the Search for Good, Constructive, Mutually Satisfying Solutions -- Individual and Social Interaction Perspectives on Problem Solving -- Critiques -- Decision Making -- The Individual as Decision Maker -- Group Decision Making and Commitment -- Understanding Problem Solving and Decision Making in Conflict Situations -- The PSDM Model Revisited -- Diagnosis -- Identifying Alternative Solutions -- Evaluating and Choosing -- Committing to a Choice -- Implications for Training and Practice -- Conditions That Encourage Problem Solving -- Teaching the Lessons from the Decision-Making Literature -- Conclusion -- References -- Chapter Ten: Intergroup Conflict -- Intergroup Conflict: Sources and Dynamics -- Sources of Intergroup Conflict -- Perceptual and Cognitive Factors -- Group-Level Factors -- Escalation Dynamics -- Resistances to Resolution and Intractability -- Implications for Understanding and Practice -- Analyzing the Conflict -- Confronting the Conflict -- Resolving the Conflict -- Implications for Training -- Analytical Skills -- Personal Qualities -- Interpersonal Skills -- Group Leadership Skills -- Intergroup Skills -- Consultation Skills -- Conclusion -- References -- Part Two: Intrapsychic and Intragroup Processes -- Chapter Eleven: Judgmental Biases in Conflict Resolution and How to Overcome Them -- Bias: A Definition -- Biases of Cognition -- Biases of Process and the Dance of Negotiation -- Biases of Outcome and Allocation -- Implications of Negotiator Bias -- Exaggeration of Conflict: False Conflict -- Failure to Reach Agreement When Agreement Would Be Mutually Beneficial -- Reaching Agreement Prematurely or in Substandard Way |
|
Negotiation Relationships -- Self-Perception and Self-Confidence -- Remedying Bias in Negotiation -- Naturally Occurring Remedies of Bias -- Deliberate and Structured Interventions for Remedying Bias -- Conclusion -- References -- Chapter Twelve: Emotion and Conflict: Why It Is Important to Understand How Emotions Affect Conflict and How Conflict Affects Emotions -- The Nature of Emotions -- The Interaction between Emotion and Conflict -- Fear, and How It Affects Conflict and Is Affected by Conflict -- Anger and Hatred, and How They Affect Conflict and Are Affected by Conflict -- Humiliation, and How It Affects Conflict and Is Affected by Conflict -- Guilt, and How It Affects Conflict and Is Affected by Conflict -- Confidence and Warmth, and How They Affect Conflict and Are Affected by Conflict -- How to Intervene in Conflict, Control Negative Emotions, and Foster Positive Emotions -- Conclusion -- References -- Chapter Thirteen: Self-Regulation in the Service of Conflict Resolution -- Understanding "Willpower" -- A Prototypic Conflict within the Self: The Marshmallow Dilemma -- Essential Preliminaries for Self-Regulation -- Hot Reactions and the Emotional Brain -- From Hot to Cool: Enabling Willpower -- Interpersonal Conflict -- Self-Regulatory Failure in Interpersonal Conflict -- Escalating Spirals in Conflict -- Cooling Strategies and Techniques -- Time-Out -- Reflection -- Self-Regulatory Plans and Implementation Strategies -- Modeling, Role Play, or Rehearsal -- Conclusion -- References -- Chapter Fourteen: Group Decision Making in Conflict from Groupthink to Polythink in the War in Iraq -- Groupthink and Polythink -- Groupthink -- Polythink -- The Groupthink-Polythink Continuum -- The Iraq War-From Groupthink to Polythink -- The Decision to Invade Iraq in 2003: A Classic Groupthink Dynamic -- The Surge: The Con-Div Group Dynamic |
| Summary |
Praise for The Handbook of Conflict Resolution "This handbook is a classic. It helps connect the research of academia to the practical realities of peacemaking and peacebuilding like no other. It is both comprehensive and deeply informed on topics vital to the field like power, gender, cooperation, emotion, and trust. It now sits prominently on my bookshelf."--Leymah Gbowee, Nobel Peace Prize Laureate "The Handbook of Conflict Resolution offers an astonishing array of insightful articles on theory and practice by leading scholars and practitioners. Students, professors, and professionals alike can learn a great deal from studying this Handbook."--William Ury, Director, Global Negotiation Project, Harvard University; coauthor, Getting to Yes and author, The Third Side "Morton Deutsch, Peter Coleman, and Eric Marcus put together a handbook that will be helpful to many. I hope the book will reach well beyond North America to contribute to the growing worldwide interest in the constructive resolution of conflict. This book offers instructive ways to make this commitment a reality."--George J. Mitchell, Former majority leader of the United States Senate; former chairman of the Peace Negotiations in Northern Ireland and the International Fact-Finding Committee on Violence in the Middle East; chairman of the board, Walt Disney Company; senior fellow at the School of International and Public Affairs, Columbia University "Let's be honest. This book is just too big to carry around in your hand. But that's because it is loaded with the most critical essays linking the theory and practice of conflict resolution. The Handbook of Conflict Resolution is heavy on content and should be a well-referenced resource on the desk of every mediator-as it is on mine." -Johnston Barkat, Assistant Secretary-General, Ombudsman and Mediation Services, United Nations |
| Notes |
Print version record |
| Subject |
Conflict management.
|
|
Conflict management
|
| Form |
Electronic book
|
| Author |
Deutsch, Morton
|
|
Marcus, Eric C
|
| ISBN |
9781118810330 |
|
1118810333 |
|
