Efnisyfirlit

• 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 Str
• 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
• 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
• The Withdrawal from Iraq: A Polythink Process
• Summary: Managed Polythink in the Iraq Troop Withdrawal
• Conclusion and Policy Implications
• Remedies to Polythink
• Polythink, Groupthink, and the Con-Div Dynamic in Conflict Management Processes
• Notes
• References
• Part Three: Personal Differences
• Chapter Fifteen: Natural-Born Peacemakers? Gender and the Resolution of Conflict
• Resolving Conflicts
• Choosing a Conflict Resolution Strategy
• Evaluating and Adapting Conflict Resolution Style
• Summary
• Negotiating Contracts
• Self-Construal and Negotiation
• Social Roles and Negotiation
• Social Roles and Context
• Summary
• Negotiating Boundaries
• Summary
• Questions Not Yet Answered
• Implications and Applications
• The First Pillar
• The Second Pillar
• The Third Pillar
• Conclusion
• References
• Chapter Sixteen: Resolving Intractable Intergroup Conflicts: The Role of Implicit Theories About Gro
• 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
• Incremental Beliefs, Extreme Intergroup Emotions, and Conciliatory Political Action Tendencies: The
• Implications and Future Directions
• References
• Chapter Seventeen: Personality and Conflict
• Representative Models of Personality
• Psychodynamic Theories
• Need Theories
• Social Learning Theory
• Social Situations and Psychological Orientations
• Trait Approaches
• Multitrait Measures of Personality and Conflict
• Situation versus Personality
• Influences on Whether the Conflict Is Resolved
• Preferred Conflict Resolution Strategy
• Negotiating with Difficult Personalities
• Conclusion
• References
• Chapter Eighteen: The Development of Conflict Resolution Skills: Preschool to Adulthood
• The Importance of Social-Emotional Learning and Conflict Management
• Stage Theories of Early Childhood Development
• Preoperational Stage
• Egocentric Orientation
• Egocentric, Impulsive Stage
• Post-Piagetian Theories
• Neuroscientific Contributions
• The Function of Conflict in Early Childhood Development
• Role of Conflict
• Developing Relationships
• The ECSEL Program
• Middle Childhood
• Stage Theories of Middle Childhood
• The Role of Conflict
• Adolescence
• Stage Theories of Adolescence
• The Role of Conflict
• Adulthood
• The Role of Conflict
• Conflict Coaching for the Individual
• Conclusion
• Notes
• References
• Part Four: Creativity and Change
• Chapter Nineteen: Creativity and Conflict Resolution: The Role of Point of View
• Evolving Systems Approach
• Networks of Enterprise
• Extraordinary Moral Responsibility and Creativity in the Moral Domain
• The Shadow Box Experiments
• Experiment One: Interaction of Social and Cognitive Factors
• Experiment Two: Comparison of Cooperative and Individualistic Orientations
• The Importance of Point of View
• References
• 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
• The Egg Drop Exercise
• General Guidelines for Creativity and Conflict
• Techniques for Stimulating Novel Ideas
• Conclusion
• References
• Chapter Twenty-One: Creativity in the Outcomes of Conflict
• Overview: Person, Process, and Product
• Integrative Agreement as Creativity
• Compromise versus Integrative
• Settlement versus Resolution
• The Conflict Management System
• Conflict Needs Creativity, and Creativity Needs Conflict
• Creative Products: The Structure of Integrative Agreements
• Main Agreement Types
• The Dimensions of the Subtypes
• Types of Products in the Agreement Circumplex: Eight Basic Types
• Creative Products from Creative Persons in a Creative Process
• Flexible Thinking and Idea Generation
• The Mix
• Locations for Creativity
• Seeing the Other’s Point of View
• Cooperative and Creative
• Conclusion
• Notes
• References
• Chapter Twenty-Two: Change and Conflict: Motivation, Resistance, and Commitment
• Theoretical Conceptions of the Change Process
• Lewin: The Process of Change
• Beckhard: Managing Planned Change
• Psychological Factors Affecting the Change Process
• Motivation and Unfreezing
• Movement and Resistance
• Gaining Commitment
• Some Implications for Training
• Generating Motivation
• Identifying and Handling Resistance
• Fostering Commitment
• Conclusion
• References
• Chapter Twenty-Three: Changing Minds: Persuasion in Negotiation and Conflict Resolution
• An Overview of Persuasion Theory and Research
• The Paradigmatic Persuasion Experiment
• The Heuristic-Systematic Model
• Motives for Processing
• Summary
• Persuasion in the Context of Conflict Resolution
• Heuristic and Systematic Processing in Negotiation Settings
• Multiple Motives in Conflict Resolution
• Promoting Open-Minded Processing
• Group Identity
• Self-Affirmation
• Unexpected Information and Moderate Positions
• Conclusion
• Note
• References
• Chapter Twenty-Four: Learning through Reflection on Experience: An Adult Learning Framework for How
• The Roots of the Framework in Adult Learning Theory
• John Dewey: Learning from Experience
• Jack Mezirow: Critical Reflection to Discover “Habits of Mind”
• Action Science, Experiential Learning, and the Role of Reflection About Emotions and Affect
• Our Framework of Learning through Reflection on Experience
• Case Example: Reflection after Conflict
• Case Example: Reflection with the Help of a Trusted Other
• Reflection and Critical Reflection
• Why Coaches and Facilitators Can Be Catalysts for Learning through Reflection
• Case Example: After-Action Reviews
• Case Example: Using an Action Science Facilitator to Learn to Handle Conflict
• Encouraging Dialogue and New Ideas in Our Learning through Reflection on Experience Framework
• Conclusion
• References
• Part Five: Culture and Conflict
• Chapter Twenty-Five: The Alchemy of Change: Cultural Fluency in Conflict Resolution
• 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
• Implications for Theory and Practice
• Note
• References
• Chapter Twenty-Six: Indigenous Lessons for Conflict Resolution
• Indigenous Knowledge and Practice
• Values
• Reciprocity
• Peace Systems
• Reflections
• Harnessing of Collective Wisdom for Global Conflict Resolution, Justice, and Peace
• Applications and Conclusions
• References
• Chapter Twenty-Seven: Multiculturalism and Conflict
• Multiculturalism as a Social Movement
• Applications of Multiculturalism
• Multiculturalism and Conflict: Reflections on the Meaning of Conflict and Resolution
• Multiculturalism, Culture, and Conflict
• A Theoretical Approach to Managing Multicultural Conflict: The Integration-Adaptation Model
• Awareness
• Accuracy
• Adaptivity
• Accountability
• Case Study: Multiculturalism and the Boy Scouts of America
• Conclusion
• References
• Chapter Twenty-Eight: Cooperative and Competitive Conflict in China
• Should the Theory of Cooperation and Competition Be Applied in China?
• Research Methods in China
• Interviews
• Questionnaires
• Experiments
• East Asian Tests of the Theory
• Cooperation, Open-Minded Discussion, and Effectiveness: Experiments
• Cooperation, Open-Minded Discussion, and Effectiveness: Surveys in Chinese Organizations
• Cooperative Conflict between Organizations in Chinese Society
• Cross-Cultural Studies
• Chinese Values for Conflict Management in China
• Leadership in a Hierarchical Society
• Developing the Theory through Research in China
• Antecedents to Cooperative Goals
• Competition and Conflict Avoidance
• Responsiveness to Goal Interdependence
• Becoming a Cooperative Conflict Team
• Cooperative Conflict for Cross-Cultural Teamwork
• Summary and Conclusion
• Note
• References
• Part Six: Difficult Conflicts
• Chapter Twenty-Nine: Aggression and Violence: Causes and Correctives
• Defining Aggression and Violence
• Theories of Aggression and Violence
• Aggression and Violence as Innate: Biology and Personality
• Aggression and Violence as Internal and Social Processes: Frustration and Social Learning
• Moral Theories of Aggression and Violence
• Cultural Theories of Aggression and Violence
• Structural Violence
• Addressing Aggression and Violence: Implications for Practice
• Conflict Resolution: Examining Attitudes and Developing Skills
• Conflict Resolution Programs: Change Efforts
• Nonviolent and Violent Responses to Aggression and Violence
• Conclusion
• References
• Chapter Thirty: Intractable Conflict
• Defining Intractable Conflict
• Approaches to Addressing Intractable Conflict: Five Paradigms
• The Realist Paradigm
• The Human Relations Paradigm
• The Pathology Paradigm
• The Postmodern Paradigm
• The Systems Paradigm
• Components of Intractable Conflicts
• Context
• Core Issues
• Relationships
• Processes
• Outcomes
• A Dynamical Systems Model of Intractable Conflict
• Ten Guidelines for Altering the Attractor Landscapes of Intractable Conflicts
• Guideline 1: Leverage Instability
• Guideline 2: Complicate to Simplify: Mapping the Dynamic Ecology of Peace and Conflict
• Guideline 3: Read the Emotional Reservoirs of the Conflict
• Guideline 4: Begin with What Is Working
• Guideline 5: Beginnings Matter Most
• Guideline 6: Circumvent the Conflict
• Guideline 7: Seek Meek Power
• Guideline 8: Work with Both Manifest and Latent Attractors
• Guideline 9: Alter Conflict and Peace Attractors for the Long Term
• Guideline 10: Restabilize through Dynamic Adaptivity
• Implications for Training
• Conclusion
• References
• Chapter Thirty-One: The Pragmatics of Peace with Justice: The Challenge of Integrating Mediation and
• Inherent Tensions
• Exploring the Practice
• Colombia: Ongoing Violence
• Sierra Leone: Immediate Postviolence Period, 1999–2000
• Northern Ireland: Implementation of Peace Agreement, 1998–2005
• Challenges to Synergy
• Challenge 1: Potential Trade-Offs between Accountability and Inclusion During All Phases of Conflict
• Challenge 2: Coordinating Attention to Short-Term Violence and Long-Term Structural Changes
• Latest Developments
• ICC Indictments in Uganda and Libya
• Syria
• Moving Forward: Operationalizing Peace with Justice
• Incorporating Human Rights Experts as Advisors in Peacemaking
• Analyzing the True Impacts of Retributive Justice
• Creating Complementary Processes and Mechanisms to Address Postagreement Accountability and Reconcil
• Accepting That Sometimes Sequencing Is the Best Alternative, with an Eye to Enabling the Sequence to
• Making Commitments to Both Peace and Justice Over Time
• Notes
• Chapter Thirty-Two: Terrorism: Negotiating at the Edge of the Abyss
• 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
• What Can Be Negotiated with Terrorists?
• Types of Negotiation Situations
• Negotiating: Stages and Variables
• Rogue States
• Trust and Historical Gestures
• The Victims
• Media and Public Opinion
• Negotiation Effectiveness
• Conclusion
• Note
• References
• 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
• Stage 1: Preparation
• Stage 2: Building a Relationship with the Other Party
• Stage 3: Exchanging Information
• Stage 4: Inventing and Exploring Options
• Stage 5: Reaching Settlement
• How to Do Integrative Negotiation Well in Difficult to Resolve Conflicts
• Characteristics of the Parties
• Dealing with Negotiation Impasses
• Ways That Negotiators Can Resolve Impasses
• Conclusion
• References
• Chapter Thirty-Four: The Mediation of Conflict: Context, Cognition, and Practice
• Theory and Research
• The Efficacy of Mediation
• Conditions for Effective Mediation
• Factors Determining Use of Mediation
• Mediator Behavior
• Mediator Stylistic Orientation
• Implications for Understanding and Managing Conflict
• Implications for the Mediation User
• Implications for the Practitioner
• Implications for Training
• Train Leadership
• Teach a Hierarchy of Mediation Concepts and Skills
• Create a Supportive Environment for Reflective Learning
• Conclusion
• Note
• References
• Chapter Thirty-Five: Teaching Conflict Resolution Skills in a Workshop
• Insights from Practice
• Overview of the Coleman Raider Workshop Design
• Workshop Objectives and Pedagogy
• Knowledge Objectives
• Skills Objectives
• Attitude Objectives
• Seven Workshop Modules
• Module 1: Overview of Conflict
• Module 2: The Elements of Negotiation
• Module 3: Communication Behaviors
• Module 4: Stages of the Negotiation
• Module 5: Culture and Conflict
• Module 6: Dealing with Anger and Other Emotions
• Module 7: Introduction to Mediation
• Conclusion
• Postscript
• Intact Team Building, by Krister Lowe
• Collaborative Inquiry Project, by Sandra Hayes
• Organizational Mediation with Leadership Coaching, by Susan Coleman
• Note
• References
• Chapter Thirty-Six: Creating Constructive Communication through Dialogue
• Dialogic Approach to Communication
• Dialogue Processes
• Sustained Dialogue
• World Café
• Public Conversations Project
• Other Uses of Dialogue
• Problems in Communication During Conflict
• Emotions
• Patterns
• Framing
• Blaming
• Preventing and Overcoming Problems in Communication
• Stage 1: Preparation
• Stage 2: In the Moment
• Stage 3: Reflection
• Creating New Social Worlds Made from Dialogic Communication
• References
• 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
• The Sound Relationship House Theory
• Intervention and Prevention Studies
• Trust and Betrayal Theory
• Summary of Effectiveness Evidence for Intervention and Prevention
• Proximal Change Experiments
• Randomized Clinical Trial of Workshops and Gottman Method Couples’ Therapy
• Bringing Baby Home
• Loving Couples Loving Children
• Couples Together Against Violence
• The Gottmans’ Conflict Blueprints
• The Need for Follow Through: Deepening the Gottman Method Workshop
• References
• Chapter Thirty-Eight: Managing Conflict through Large Group Methods
• What Are Large Group Intervention Methods?
• Three Types of Large Group Methods
• Methods That Create the Future
• Methods for Work Design
• Methods for Discussion and Decision Making
• Embedding New Patterns of Collaboration
• New Frontiers: Applications to Peace Building and Legislative Processes
• Applications to Peace Building
• Applications to Legislative Processes
• Conclusion
• Notes
• References
• 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
• Applying the Five Levels
• Wells’s Framework for Understanding Conflict
• Joining Wells’s Levels and the Bart System
• Conclusion
• References
• Chapter Forty: Reconciliation between Groups: Preventing (New) Violence and Improving Lives
• The Origins of Violence and Basic Psychological Needs
• Security and Reconciliation
• The Principles and Practices of Reconciliation
• Understanding the Roots of Violence and Avenues to Prevention and Reconciliation
• Understanding the Impact of Violence on Survivors, Perpetrators, and Bystanders
• Healing the Wounds of All Parties
• Humanizing the Other, Developing a Positive Orientation to the Other
• Establishing (the Complex) Truth
• Processes to Change Collective Memories and Move toward Shared Views of History
• Justice Processes
• Moving toward Forgiveness
• Acknowledgment, Apology, Regret
• The Multiple Processes in Reconciliation
• Progressively Increasing Acceptance of the Past
• Destructive Ideology versus Constructive Ideologies
• Political Conditions and Reconciliation: Pluralistic, Fair, and Democratic Institutions
• Public Education About Conflict and Conflict Resolution
• Raising Inclusively Caring Children with Moral Courage
• Conclusion
• References
• Chapter Forty-One: Social Networks, Social Media, and Conflict Resolution
• Traditional Social Network Analysis
• Social Network Research on Conflict
• Social Media
• Dynamic Network Theory
• What’s New and Different?
• The Network Rippling of Emotions
• Conflict Resolution Strategies in Social Networks
• Network Conflict Worksheet
• Describing the System
• Transforming Roles
• Other Applications and Caveats
• International Linkages
• Online Dispute Resolution
• Conclusion
• Notes
• References
• Chapter Forty-Two: Using Research Findings in Practice: From Knowledge Acquisition to Application
• Doing Research on Conflict Management and Resolution
• Single Case Studies: Emic, Qualitative
• Time Series Analysis: Emic, Quantitative, Qualitative
• Focused Comparison: Etic, Qualitative
• Experiments, Surveys, and Aggregate Case Analyses: Etic, Quantitative
• Communicating Research Findings
• Applying Research Findings
• Learning Gains
• Conclusion
• References
• Chapter Forty-Three: Nonviolent Struggle: An Overview
• Examples of Nonviolent Struggle
• Definition of Nonviolent Struggle
• Importance of Nonviolent Struggle
• Media Coverage of Nonviolent Struggle
• The Future of Nonviolent Action
• New Scholarly and Strategic Attention
• Efforts at Planned Adoption
• Nonviolent Action for “Wrong” Objectives
• Needed Future Explorations
• Conclusion
• Glossary
• References
• Part Eight: Looking to the Future
• Chapter Forty-Four: A Framework for Thinking About Research on Conflict Resolution Initiatives
• Types of Research
• Basic Research
• Developmental Research
• Field Research
• Consumer Research
• Action Research
• Audiences for Research
• Funding Agencies
• Executives and Administrators
• Practitioners
• Researchers
• Research Strategies
• Experimental and Quasi-Experimental Research
• Causal Modeling
• Survey Research
• Experience Surveys
• Learning by Analogy
• Research Evaluating Conflict Resolution Initiatives
• A Framework for Comparative Case Analysis of Interactive Conflict Resolution
• The Action Evaluation Research Initiative
• Comprehensive Peer Mediation Evaluation Project
• Negotiation Evaluation Survey
• Evaluation of Intergroup Encounter Interventions
• Conclusion
• Note
• References
• Chapter Forty-Five: Some Research Frontiers in the Study of Conflict and Its Resolution
• Origins and Impact of Conflict
• Positive Consequences of Conflict
• Relative Deprivation
• Group Mobilization
• Strategic Choice
• Escalation and Intractability
• Unilateral Escalation Sequences
• Bilateral Escalation Sequences
• Conflict Intractability
• Readiness for Conflict Resolution
• Negotiation
• Mediation
• Rival Approaches to Mediation
• Contingent Mediation
• Multiple Mediators
• Conclusion
• References
• Concluding Overview
• The Challenges That Lie Ahead
• Oppression and Conflict
• Readiness
• Change Agents
• The Importance of Cultural Differences
• Conflict within the Field of Conflict Resolution
• Learning to Learn
• Recognizing Our Global Cooperative Interdependence
• Encouraging Innovation
• References
• About the Editors
• About the Contributors
• Name Index
• Subject Index
• More from Wiley