The Handbook of Conflict Resolution: Theory and Practice, 3rd Edition

Book description

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

Table of contents

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

Product information

  • Title: The Handbook of Conflict Resolution: Theory and Practice, 3rd Edition
  • Author(s): Eric C. Marcus, Morton Deutsch, Peter T. Coleman
  • Release date: April 2014
  • Publisher(s): Jossey-Bass
  • ISBN: 9781118526866