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

Learn to effectively resolve conflict the way that works best for you When it comes to real-world conflict resolution, one size does not fit all. In the professional world especially, it’s critical for individuals to be prepared for a variety of situations and to know what tools and techniques can be used to settle disputes and disagreements in a way that is respectful of both party’s needs. The Conflict Resolution Toolbox shows mediators, negotiators, managers, and professionals at all levels how to simply and effectively assess conflict situations and choose the right tools to resolve the issue in a meaningful way. Understand the why behind the conflict and how it can be resolved Recognize the unconscious judgements and biases that are obstacles to conflict resolution View conflict situations objectively and from multiple viewpoints Learn how the latest neuroscience and behavioral economics research plays a role in conflict resolution With over 25 years of experience in mediation, negotiation, and conflict resolution, author Gary T. Furlong brings to light the intrinsic habits and interpretations that can unwittingly surface and lead to further tension during times of conflict and unrest. This timely update to The Conflict Resolution Toolbox marries theory and practice and is a hands-on guide to understanding the root of conflict and selecting the simple strategies for addressing specific scenarios that individuals routinely face in the workplace and in life. Conflict may be unavoidable, but resolution is within reach with the invaluable guidance and techniques found in The Conflict Resolution Toolbox.

Table of Contents:
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

About the Author :
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.