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

The Handbook of Conflict Resolution: Theory and Practice

INTRODUCTION 532 Other Procedures for Dealing with Opposing Preferences . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 532 THE STUDY OF NEGOTIATION 533 ISSUES, LIMITS, AND OUTCOMES IN NEGOTIATION . . . . . . . . . . . ... . . . . . . . .. 535 The Nature of Issues . . . .. . . . . . . . . . . . .... . . " . . . " . . . .. . . . . . " . . . . . . . . . . . . . . . . . . . . . . . . 535 Options, Limits, and Outcomes . . . . . . . . . ... . . . . . . . . " . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . " . . . . . . "" 535 Determinants of Limits ... . . . . . . . . . " . . . . . . . . . . . . . . . . . . ". . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 537 MOTIVATION AND STRATEGY IN N EGOTIATION...... . . . . . . . . . . . . 538 Strategic Choice. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 538 Motivational Orientations . .. . . . . . . . . " . . " . . . . """",,. """,,",,"".. . . . . 539 The Dual Concern Model . . . . . ... " . . . . . . . . . . "" . . . . . . """". . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 539 Research on Concession Making .. . . .. . . ... . ... ........ . .. . . .. . . . . . .. . ... ... . . . . . . . . . . . . . . . .. . 543 Research on Contending. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .... . .. . 548 Research on Problem Solving . . . . . . . . . . " . . ". . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 550 Conclusions about Motivation and Strategy . .. . . .. . .... ". . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 553 COGNITIVE PROCESSES IN NEGOTIATION 553 Heuristics and Biases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 554 Schematic 1nformation Processing . . . . . . . . . . . . . . . . . . . . . . . . " . . . . . . ". . . . . . . . . . . . . . . . . . . . . . . . . . . 557 Perspective on the Cognitive Approach """"""""""""""""""""""""""" 559 MEDIATION. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 56 1 History and Literature . . . . . . . . .. . .. . . . . . . . . . . . . ... . . . . . .. . . . . ... . . . . . . . . . .. . .... . . . . . . . . . . . .. . .. . 56 1 Mediation Effectiveness . . .. .... .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 562

Negotiation and mediation

From the vast research literature on organizational conflict and conflict resolution, this review identifies 44 major models in the area of conflict, negotiation, and third party processes (e.g. mediation and arbitration). Each of the models is described, categorized as descriptive or normative, and evaluated with respect to empirical support. Discussion of these models surfaces a number of significant, but often implicit assumptions about conflict and its management; insufficient bridging between descriptive and normative endeavors; and an extreme emphasis on model creation over model testing.

Models of conflict, negotiation and third party intervention: A review and synthesis.

A current review

Handbook of Negotiation and Culture

This research tests the notion that mediation is an art and thereby reflects mediators' unique interpretation of case characteristics and their intuitive resolution skills. Self-report data were collected from 327 grievance mediation conferences. Specifically, five mediators reported whether or not they encouraged a compromise settlement, proposed a concrete settlement, encouraged the parties to discuss a compromise settlement, separated the parties during the mediation conference, and/or advised the parties in private how they thought the grievance would be resolved by an arbitrator. In addition, mediators were asked to report the duration of the conference and the type of conference outcome. The findings show that although four of the five mediators varied their behavior across conferences, all were about equally successful in settling grievances. The kind of settlements the mediators achieved, however, varied according to their behavioral choices. It is suggested that mediators choose behavioral tactics based on the kind of outcome they wish to achieve. Mediator behavior is less reactive and more proactive and systematic than popularly thought. It may thus be time to recognize that mediators are skilled practitioners of a learned craft-not innately intuitive artists.

Rita Drieghe

Papers

Mediator Behavior and the Outcome of Mediation

Mediator Style and Mediation Effectiveness