October Month of Conflict Resolution Week 2: Featuring 4 Peacebuilding Think-Tanks Across the World
As part of our special series for Conflict Resolution Month this October, this is our second article where we have highlighted the following research institutes and think tanks across the world.
The Impermanence of Life
Online Yom Kippur discussed was the impermanence of life.
When People Interrupt
The problem we saw in the recent residential debate is familiar to any mediator: How do you keep angry people from interrupting each other?
Three Questions to Resolve Conflict
Continually asking questions, rather than making declarations, is a core creed in my resolution work.
Taking Control of Mediation
We like to feel in control. To lose this sense of control is to be open to doubt, anxiety, and fear.
Therapeutic Alliances in Organizations
This article discusses fostering collaboration, mitigating conflict, and improving performance.
In the Time of Covid-19: The Rush to Modification
Today as the coronavirus keeps us isolated, huddled in our homes, fearful of venturing too far or thinking too deeply, we cannot long ignore the pandemic’s impact on contractual deals that we made when we thought we understood the present and even banked on a better tomorrow.
Criticizing Others
One way that some of us cope when we are in conflict is to criticize the other person for something he or she is saying or doing.
“Death by a thousand paper cuts.”
The term “microaggression” was coined in the 1970s by Dr. Chester Pierce who is a psychiatrist, and refers to “subtle, stunning, often automatic, and nonverbal exchanges which are ‘put downs’ of Black people and members of other minority groups; ‘micro’ refers to their routine frequency, not the scale of their impact.” (Id.)
Employee Contracts Are Becoming Complicated Amid COVID-19
Employee contracts, which were rarely straightforward before the pandemic, are particularly complicated now.
NAFCM Vulnerable Visions
The National Association for Community Mediation discusses the importance of having a vulnerable vision, and standing up for it.
Mind Reading is Not a Communication Strategy
Have you ever been in a situation with another individual where you have absolutely no idea what they are thinking?
I am no good at making masks, so how can I pitch in during the pandemic?
Is there something more I could do, as part of the human community that might make a difference?
Divorce Mediation: Using Caucusing to Relieve Pandemic Stress
Caucusing can be an important tool during the pandemic stress.
Trust Must Be Earned; Trust is Fragile
At the heart of any dispute resolution process is Trust.
In Their Voices: Video with Joyce Oddison
This article shares a video of Michael Lang interviewing Joyce Oddison about how to stay resilient through difficult times.
Two Words
After helping thousands of people resolve disagreements at work, I have found that you can help people with these two words.
Substance of Negotiation in Mediation
The article explains how mediator can facilitate disputing parties to resolve the dispute by making them understand what exactly they want. By using two case studies, the article highlights the skills used by the mediator in assisting the parties in negotiation.
The Conflict Iceberg
The metaphor of an iceberg has commonly been used as a metaphor about conflict.
Simple Magic - A haiku
This is a haiku that discusses the art of dispute resolution.
Feedback, Hot Buttons, and White Fragility
Being open to difficult feedback, even about racism, can help you grow.
Change Power is in the Process: When Listening is Not Enough
Since the untimely and senseless killing of George Floyd in Minneapolis on May 25, 2020, the response from many organizations, places of work, and corporations have been to hold listening sessions specifically for African Americans to “share their story” with their peers.
BATNAs and the Emotional Pains from “Positional Negotiation”
If you have problems with BATNA theory, you aren’t the only one.
Facing the Conflict
The notion that we have the ability to change someone (such as their personality, their needs, their values, their core beliefs, their deeply held views) is unrealistic.
PREV