05/27/2020 - tp-ab17d056-a03e-11ea-80a8-024 (temp temp) - Choices in Approaching Conflict: Principles and Practice of Dispute Resolution, 2nd Edition
Copyright © 2019 Emond Montgomery Publications Limited. NOTICE & DISCLAIMER: All rights reserved. No part of this publication may be reproduced in any form by any means without the written consent of Emond Montgomery Publications. Emond Montgomery Publications and all persons involved in the creation of this publication disclaim any warranty as to the accuracy of this publication and shall not be responsible for any action taken in reliance on the publication, or for any errors or omissions contained in the publication. Nothing in this publication constitutes legal or other professional advice. If such advice is required, the services of the appropriate professional should be obtained. We have attempted to request permission from, and to acknowledge in the text, all sources of material originally published elsewhere. If we have inadvertently overlooked an acknowledgment or failed to secure a permission, we offer our sincere apologies and undertake to rectify the omission in the next edition. Emond Montgomery Publications Limited 1 Eglinton Avenue E., Suite 600 Toronto ON M4P 3A1 http://www.emond.ca/highered Printed in Canada. We acknowledge the financial support of the Government of Canada. Emond Montgomery Publications has no responsibility for the persistence or accuracy of URLs for external or third-party Internet websites referred to in this publication, and does not guarantee that any content on such websites is, or will remain, accurate or appropriate. Vice president, publishing: Anthony Rezek Publisher: Mike Thompson Director, development and production: Kelly Dickson Developmental editor: Sandy Matos Production supervisor: Laura Bast Production editor: Natalie Berchem Copy editor: Geoff Graves Permissions editor: Monika Schurmann Typesetter: S4Carlisle Text designer: Tara Agnerian Proofreader: Holly Dickinson Indexer: Karen Hunter Cover image: qoppi/Shutterstock Library and Archives Canada Cataloguing in Publication Title: Choices in approaching conflict : principles and practice of dispute resolution / Charles Ewert, Gordon Barnard, Jennifer Laffier, Michael L. Maynard. Names: Ewert, Charles, author. | Barnard, Gordon, 1951- author. | Laffier, Jennifer, 1973- author. | Maynard, Michael L., 1981- author. Description: Second edition. | Includes index. Identifiers: Canadiana 20189056770 | ISBN 9781772554953 (softcover) Subjects: LCSH: Conflict management—Textbooks. | LCSH: Mediation—Textbooks. | LCSH: Dispute resolution (Law)—Textbooks. | LCGFT: Textbooks. Classification: LCC HM1126 E94 2019 | DDC 303.6/9—dc23
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Brief Contents Contents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
v
Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ix
New to the Second Edition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ix
Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
x
About the Authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
xi
PART I Reconsidering Conflict Chapter 1
What Is Conflict? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Chapter 2
Choices in Responding to Conflict . . . . . . . . . . . . . . . . . . . . . . 13
Chapter 3
Conflict Analysis: Types and Sources of Conflict and the Potentials for Escalation and Intervention . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
PART II Processes for Addressing Conflict Chapter 4
What Is Negotiation? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
Chapter 5
Mediation: Definition, Philosophy, and Boundaries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
Chapter 6
Arbitration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79
PART III Skill Sets and Knowledge Sets for Conducting Negotiations and Mediations Chapter 7
Microskills, Storytelling, and Creativity in Conflict Resolution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93
Chapter 8
Frame of Reference and Self-Image: The Origins of Cultural and Self-Awareness . . . . . . . . . . . . . . . . . . . . . . . . . . 119
Chapter 9
Culture, Gender, and Power as Factors in Mediation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 129
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Brief Contents
PART IV Professional Applications Chapter 10 Community Mediation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 145 Chapter 11 Workplace Mediation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 155 Chapter 12 Restorative Justice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 163 Chapter 13 Mediation Across Disciplines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 171 Chapter 14 Professional Practice and Ethical Considerations . . . . . 185 Glossary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 201 Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 207 Credits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 211
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Contents Brief Contents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
iii
Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ix
New to the Second Edition . . . . . . . . . . . . . . . . . . . . . . . .
ix
Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
x
About the Authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
xi
PART I RECONSIDERING CONFLICT 1 What Is Conflict? . . . . . . . . . . . . . . . . . . . . . . . . . . Defining Conflict . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
3 4
The Origins of Conflict . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
4
Conflict and Meaning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
7
Individual Reality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
8
Changing Minds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Exception . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Incremental Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Change by Pendulum Swing . . . . . . . . . . . . . . . . . . . . . Paradigm Shift . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
9 9 10 10 10
Key Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
11
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
11
Questions and Exercises . . . . . . . . . . . . . . . . . . . . . . . . . . . .
11
3 Conflict Analysis: Types and Sources of Conflict and the Potentials for Escalation and Intervention . . . . . . . . . . Zero-Sum Thinking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
25 26
Types of Conflict . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . The Five Kinds of Conflict . . . . . . . . . . . . . . . . . . . . . . . . Interventions for the Five Kinds of Conflict . . . . . . . .
26 27 27
The Growth of Conflict . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1. Light to Heavy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2. Small to Large . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3. Injuring the Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4. Few to Many . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5. Demonization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
29 29 30 31 31 31
Finding Underlying Interests . . . . . . . . . . . . . . . . . . . . . . . .
32
Key Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
34
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
34
Questions and Exercises . . . . . . . . . . . . . . . . . . . . . . . . . . . .
34
PART II PROCESSES FOR ADDRESSING CONFLICT 4 What Is Negotiation? . . . . . . . . . . . . . . . . . . . . Responses to Conflict . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Reassessing Conflict . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
13 14
37 38
The Need for Negotiation . . . . . . . . . . . . . . . . . . . . . . . . . . .
39
The Four Responses to Conflict . . . . . . . . . . . . . . . . . . . . . .
15
Defining Negotiation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
39
Contending and Cooperative Problem Solving . . . . . . . The Choice to Contend . . . . . . . . . . . . . . . . . . . . . . . . . . . The Choice to Cooperate . . . . . . . . . . . . . . . . . . . . . . . . .
16 16 19
Key Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
23
Positional or Distributive Bargaining Theories . . . . . . . . How Positional Bargaining Works . . . . . . . . . . . . . . . . . The Rationale for Positional Bargaining . . . . . . . . . . . The Disadvantages of Positional Bargaining . . . . . .
40 41 42 42
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
23
Questions and Exercises . . . . . . . . . . . . . . . . . . . . . . . . . . . .
23
Collaborative or Cooperative Negotiating Theories . . . How Collaborative Problem Solving Works . . . . . . . .
42 42
2 Choices in Responding to Conflict . .
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Contents
Principled Negotiation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43 1. Separating People from the Problem . . . . . . . . . . 43 2. Getting the Parties to Focus on Interests, Not Positions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44 3. Inventing Options . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44 4. Ensuring the Use of Objective Criteria . . . . . . . . . 44 Preparing to Negotiate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
44
Preliminary Steps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45 1. Define and Prioritize All Your Interests . . . . . . . . . 45 2. Set Objective Measurable Criteria, Based on Reliable Information . . . . . . . . . . . . . . . . . . 45 3. Establish a Bargaining Range . . . . . . . . . . . . . . . . . . 46
An Exit from the Theories . . . . . . . . . . . . . . . . . . . . . . . . . . . .
67
Mediation in Five Steps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
68
Preparing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . The Pre-Mediation Stage . . . . . . . . . . . . . . . . . . . . . . . . .
68 68
Introducing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . At the Table . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
70 70
Framing the Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
72
Determining Interests . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Positions and Interests . . . . . . . . . . . . . . . . . . . . . . . . . . . The Mediator’s Role in Determining Interests . . . . .
73 73 74
Crafting Solutions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
76 77
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
77
Questions and Exercises . . . . . . . . . . . . . . . . . . . . . . . . . . . .
77
Set Four Key Points . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1. Target Point . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2. Resistance Point . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3. BATNA or WATNA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4. Opening Bid . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
47 47 47 47 48
Key Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Assessing the Other Party and Your Own Assets . . . . . .
49
6 Arbitration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
79
Contacting the Other Party . . . . . . . . . . . . . . . . . . . . . . . . . .
49
Foreseeing the Pattern of Negotiation . . . . . . . . . . . . . . .
49
Arbitration: An Alternative to Negotiation and Mediation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Understanding Arbitration . . . . . . . . . . . . . . . . . . . . . . .
80 80
Patterns of Negotiation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . The Aggressive Mode . . . . . . . . . . . . . . . . . . . . . . . . . . . . The Collaborative Mode . . . . . . . . . . . . . . . . . . . . . . . . . .
50 50 51
Key Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
54
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
54
The Process of Arbitration . . . . . . . . . . . . . . . . . . . . . . . . . . . Pre-Hearing Stage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . The Hearing Stage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Post Hearing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Med-Arb: A Hybrid Process . . . . . . . . . . . . . . . . . . . . . . .
82 83 83 84 84
Questions and Exercises . . . . . . . . . . . . . . . . . . . . . . . . . . . .
54
A Glimpse at Some Types of Arbitration . . . . . . . . . . . . . . International Trade Disputes . . . . . . . . . . . . . . . . . . . . . CAMVAP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Arbitration in the Education Setting . . . . . . . . . . . . . .
85 85 85 86
Key Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
88
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
88
Questions and Exercises . . . . . . . . . . . . . . . . . . . . . . . . . . . .
88
5 Mediation: Definition, Philosophy, and Boundaries . . . . . . . . . . . . . . . . . . . . . . . . . . . Introduction to Mediation . . . . . . . . . . . . . . . . . . . . . . . . . . .
57 58
Defining Mediation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . The Backgrounds of Rights-Based Thinking . . . . . . . Why Contend? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . What Is Wrong with Rights-Based Thinking? . . . . . .
58 60 60 61
Rethinking a Rights-Based Approach to Conflict . . . . . The Role of Mediation in Cooperative Problem Solving . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
61
The Social Purpose of Mediation . . . . . . . . . . . . . . . . . . . . .
62
Cautions: Culture, Gender, and Power as Factors in Mediation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Gender . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Power . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
63 63 63 64
The Different Theories of Mediation . . . . . . . . . . . . . . . . . The Facilitative Theory . . . . . . . . . . . . . . . . . . . . . . . . . . . The Evaluative Theory . . . . . . . . . . . . . . . . . . . . . . . . . . . . The Transformative Theory . . . . . . . . . . . . . . . . . . . . . . . The Narrative Theory . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
64 65 65 66 66
62
PART III SKILL SETS AND KNOWLEDGE SETS FOR CONDUCTING NEGOTIATIONS AND MEDIATIONS 7 Microskills, Storytelling, and Creativity in Conflict Resolution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . What Are Microskills? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
93 94
Active Listening . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Use Effective Body Language . . . . . . . . . . . . . . . . . . . . . Give Full Attention . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Don’t Interrupt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Give Positive Feedback . . . . . . . . . . . . . . . . . . . . . . . . . . .
94 94 95 95 95
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Contents
vii
Be Alert to the Unspoken . . . . . . . . . . . . . . . . . . . . . . . . Active Listening as a Mediator . . . . . . . . . . . . . . . . . . . .
96 96
The Mediator’s Need for Self-Awareness . . . . . . . . . . . . .
123
Understanding Personal Conflict Style . . . . . . . . . . . . . . .
124
Communication Skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Paraphrasing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Summarizing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Reflecting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Reframing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . “I” Messages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Clear Language . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Communicating as a Mediator . . . . . . . . . . . . . . . . . . .
97 97 97 98 98 99 100 100
Understanding Negotiation Style . . . . . . . . . . . . . . . . . . . .
124
Understanding Mediation Style . . . . . . . . . . . . . . . . . . . . . .
125
Assessing Personality Type . . . . . . . . . . . . . . . . . . . . . . . . . .
125
Emotional Intelligence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
125
Reflective Mediation Practice . . . . . . . . . . . . . . . . . . . . . . . .
126
Key Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
127
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
127
Questions and Exercises . . . . . . . . . . . . . . . . . . . . . . . . . . . .
127
Observation Skills: Being Aware of Non-Verbal Communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Observing as a Mediator . . . . . . . . . . . . . . . . . . . . . . . . .
101 102
Questioning Skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
102
Storytelling in Mediation . . . . . . . . . . . . . . . . . . . . . . . . . . . .
104
Our Stories . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Stories and Gender Roles . . . . . . . . . . . . . . . . . . . . . . . . . Conflict as Story . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Stories and Self-Definition . . . . . . . . . . . . . . . . . . . . . . . Stories and Conflict . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
9 Culture, Gender, and Power as Factors in Mediation . . . . . . . . . . . . . . . . . . . .
105 105 105 105 106
Cultural Differences . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Diversity Statistics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Defining Cultural Competency . . . . . . . . . . . . . . . . . . . Conflict in Collective Cultures . . . . . . . . . . . . . . . . . . . . Conflict in Individualistic Cultures . . . . . . . . . . . . . . . . Intercultural Conflict and Mediation . . . . . . . . . . . . . .
129 130 130 131 132 132 132
Stories in Conflict Resolution . . . . . . . . . . . . . . . . . . . . . . . . The Hero’s Journey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . The Heroic Journey of Conflict Resolution . . . . . . . .
107 107 108
Mediating Intercultural Conflict . . . . . . . . . . . . . . . . . . . . . Controlling the Physical Space . . . . . . . . . . . . . . . . . . . Regulating the Language . . . . . . . . . . . . . . . . . . . . . . . .
133 133 133
Narrative Mediation: Resolving Conflict Through Storytelling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . The Stages of Narrative Mediation . . . . . . . . . . . . . . . . Narrative Mediation: Summary . . . . . . . . . . . . . . . . . . .
109 110 112
Transcending Subjective Culture . . . . . . . . . . . . . . . . . . . . Cultural Awareness and Conflict Resolution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
134
Generating Solutions: Creativity in Mediation . . . . . . . .
112
Brainstorming . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
113
The Gender Factor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Shifting Views on Gender . . . . . . . . . . . . . . . . . . . . . . . . Gender in Mediation . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
136 136 136
The “Six Thinking Hats” in Mediation . . . . . . . . . . . . . . . . . White Hat: Information . . . . . . . . . . . . . . . . . . . . . . . . . . . Red Hat: Emotion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Black Hat: Critiquing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Yellow Hat: Optimism . . . . . . . . . . . . . . . . . . . . . . . . . . . . Green Hat: Creativity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Blue Hat: Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
114 114 115 115 115 115 115
Power in Mediation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . What Is Power? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Power Plays and How to Deal with Them . . . . . . . . . .
137 137 138
Power Imbalances . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
138
Key Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
116
Manifestations of Power in the Mediation Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Real and Pretended Power . . . . . . . . . . . . . . . . . . . . . . . Other Kinds of Power . . . . . . . . . . . . . . . . . . . . . . . . . . . .
139 139 139
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
116
Summary: Culture, Gender, and Power . . . . . . . . . . . . . . .
140
Questions and Exercises . . . . . . . . . . . . . . . . . . . . . . . . . . . .
117
Key Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
141
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
141
Questions and Exercises . . . . . . . . . . . . . . . . . . . . . . . . . . . .
141
8 Frame of Reference and Self-Image: The Origins of Cultural and Self-Awareness . . . . . . . . . . . . . . . . . . . . . Frame of Reference or Subjective Culture . . . . . . . . . . . . The Concept of Frame of Reference: Benefits . . . . . . Self-Image . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Self-Image and Cultural Identity . . . . . . . . . . . . . . . . . . Moving Away from Ethnocentrism . . . . . . . . . . . . . . . Ethnocentrism and the Mediator . . . . . . . . . . . . . . . . .
119 120 121 121 121 122 123
135
PART IV PROFESSIONAL APPLICATIONS 10 Community Mediation . . . . . . . . . . . . . . . . Mediation in Communities . . . . . . . . . . . . . . . . . . . . . . . . . .
145 146
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05/27/2020 - tp-ab17d056-a03e-11ea-80a8-024 (temp temp) - Choices in Approaching Conflict: Principles and Practice of Dispute Resolution, 2nd Edition