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The Conflict Resolution Toolbox: Models and Maps for Analyzing, Diagnosing, and Resolving Conflict, 2nd Edition

The Conflict Resolution Toolbox: Models and Maps for Analyzing, Diagnosing, and Resolving Conflict, 2nd Edition

  • Author:
  • Publisher: John Wiley & Sons
  • ISBN: 9781119717584
  • Published In: August 2020
  • Format: Hardback , 288 pages
  • Jurisdiction: International ? Disclaimer:
    Countri(es) stated herein are used as reference only

List Price: HKD 650.00

HKD 630.50 Save HKD 19.50 (3%)

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  • Contents 
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    In real-life conflict resolution situations, one size does not fit all. Just as a mechanic does not fix every car with the same tool, the conflict resolution practitioner cannot hope to resolve every dispute using the same technique. Practitioners need to be comfortable with a wide variety of tools to diagnose different problems, in vastly different circumstances, with different people, and resolve these conflicts effectively.

    The Conflict Resolution Toolbox gives you all the tools you need: eight different models for dealing with the many conflict situations you encounter in your practice. It shows mediators, negotiators, managers, and anyone needing to resolve conflict how to simply and effectively understand and assess the situations of conflict they face. And it goes a step further, offering specific, practical guidance on how to intervene to resolve the conflict successfully. Updated with new chapters (based on reader and colleague feedback), a new foreword, and a new introduction, the remaining chapters will also be updated as needed to be more 'current' (updated examples, stories, case studies, etc.).

  • Foreword xiii

    Acknowledgments xvii

    Chapter One – Introduction to the Second Edition 1

    We All Practice Conflict Resolution Daily 3

    Diagnosis: Finding the Root Causes of Conflict 4

    Theories vs. Models in a Practice Profession 6

    A Wide Range of Conflict Analysis Models 9

    Becoming a Reflective Practitioner 11

    Summary 13

    How to Use This Book 14

    Chapter Two – Overview of the Models 17

    Why These Nine Models? 17

    Model #1—The Stairway (Interests/Rights/Power) Model 18

    Model #2—The Triangle of Satisfaction 18

    Model #3—The Circle of Conflict 19

    Model #4—The Dynamics of Trust 19

    Model #5—The Law of Reciprocity 20

    Model #6—The Loss Aversion Bias 20

    Model #7—The Boundary Model 21

    Model #8—The Social Styles Model 22

    Model #9—Moving Beyond Conflict 22

    Chapter Three – The Conflict Story: A Case Study 23

    A Case Study 23

    Chapter Four – Model #1: The Stairway (Interests/Rights/Power) 27

    Background of the Stairway Model 27

    Diagnosis with the Stairway Model 27

    Case Study: The Stairway Diagnosis 32

    Strategic Direction from the Stairway Model 33

    Case Study: Stairway Strategic Direction 35

    Assessing and Applying the Stairway Model 36

    Practitioner’s Worksheet for the Stairway Model 37

    Additional Case Study—Stairway Model 38

    Chapter Five – Model #2: The Triangle of Satisfaction 43

    Background of the Triangle Model 43

    Diagnosis with the Triangle of Satisfaction 43

    Case Study: Triangle of Satisfaction Diagnosis 45

    Strategic Direction from the Triangle of Satisfaction 49

    Case Study: Triangle of Satisfaction Strategic Direction 52

    Assessing and Applying the Triangle of Satisfaction Model 55

    Practitioner’s Worksheet for the Triangle of Satisfaction Model 57

    Additional Case Study: Triangle of Satisfaction 59

    Chapter Six – Model #3: The Circle of Conflict 67

    Background of the Circle of Conflict Model 67

    Diagnosis with the Circle of Conflict 67

    Case Study: Circle of Conflict Diagnosis 72

    Strategic Direction from the Circle of Conflict 75

    Case Study: Circle of Conflict Strategic Direction 76

    Assessing and Applying the Circle of Conflict Model 79

    Practitioner’s Worksheet for the Circle of Conflict Model 81

    Additional Case Study—Circle of Conflict 85

    Chapter Seven – Model #4: The Dynamics of Trust 95

    Background of the Trust Model 95

    Diagnosis with the Trust Model 99

    Case Study: Trust Model Diagnosis 104

    Strategic Direction from the Trust Model 107

    Case Study: Trust Model Strategic Direction 115

    Assessing and Applying the Trust Model 118

    Practitioner’s Worksheet for the Trust Model 119

    Additional Case Study: Trust Model 120

    Chapter Eight – Model #5: The Law of Reciprocity 129
    with Cal Furlong

    Background of the Natural Laws 129

    The Law of Reciprocity 130

    Diagnosis with the Law of Reciprocity 134

    Case Study: Reciprocity Diagnosis 136

    Strategic Direction from the Law of Reciprocity 137

    Case Study: Reciprocity Strategic Direction 139

    Assessing and Applying the Law of Reciprocity 140

    Additional Case Study—Law of Reciprocity 141

    Chapter Nine – Model #6: The Loss Aversion Bias 143
    with Cal Furlong

    Background of the Loss Aversion Bias 143

    Diagnosis with the Loss Aversion Bias 146

    Case Study: Loss Aversion Diagnosis 148

    Strategic Direction from the Loss Aversion Bias 150

    Case Study: Loss Aversion Strategic Direction 156

    Assessing and Applying the Loss Aversion Bias 157

    Additional Case Study—Loss Aversion 157

    Chapter Ten – Model #7: The Boundary Model 161

    Background of the Boundary Model 161

    Diagnosis with the Boundary Model 161

    Case Study: Boundary Model Diagnosis 165

    Strategic Direction from the Boundary Model 167

    Case Study: Boundary Model Strategic Direction 168

    Assessing and Applying the Boundary Model 170

    Practitioner’s Worksheet for the Boundary Model 170

    Additional Case Study: Boundary Model 172

    Chapter Eleven – Model #8: The Social Style Model 179

    Background of the Social Style Model 179

    Diagnosis with the Social Style Model 181

    Case Study: Social Style Diagnosis 185

    Strategic Direction from the Social Style Model 187

    Case Study: Social Style Strategic Direction 193

    Assessing and Applying the Social Style Model 194

    Practitioner’s Worksheet for the Social Style Model 195

    Additional Case Study: Social Style Model 197

    Chapter Twelve – Model #9: Moving Beyond the Conflict 203

    Background of the Moving Beyond Model 203

    Diagnosis with the Moving Beyond Model 205

    Case Study: Moving Beyond Diagnosis 209

    Strategic Direction from the Moving Beyond Model 213

    Case Study: Strategic Direction with the Moving Beyond Model 218

    Assessing and Applying the Moving Beyond Model 225

    Practitioner’s Worksheet for the Moving Beyond Model 225

    Additional Case Study—Moving Beyond Model 226

    Chapter Thirteen – Conclusion 231

    Index 233

  • GARY T. FURLONG, C. MED., LL.M (ADR), is a partner at Agree Dispute Resolution where he specializes in mediation, negotiation, and conflict resolution. He has mediated construction, insurance, employment, and labor disputes for over 25 years, and has trained judges, lawyers, police officers, firefighters, and health care leaders across Canada and the United States. Gary teaches at the Queen's University Industrial Relations Center and at Osgoode Hall Law School. He is a past president of the ADR Institute of Ontario, has received the McGowan Award of Excellence in Alternative Dispute Resolution from the ADR Institute of Canada, and is a Distinguished Fellow at the International Academy of Mediators.

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