INDEX

Page references followed by f indicate a figure.

  •  
  • acceptance (Moving Beyond stage), 205, 207–209
    • management, strategies, 217–218
  • Acme Foods, Triangle of Satisfaction model (cs), 59–66
    • diagnosis/worksheet, 61
    • strategic direction, 62–64
  • amiables, interaction, 189–191
  • amiable social style, 183
  • analyticals, interaction, 189–191
  • analytical social style, 183
  • anger (Moving Beyond stage), 205, 206–207, 223–225
    • listening/acknowledgement, 220, 222–223, 224
    • management, strategies, 216–217
  • assertiveness
    • indicators, 182
  • attribution
    • assumptions/perceptions, factors, 103–104
    • blame, correlation, 102–104, 103f
    • formation process, 103–104
    • intentional/hostile attribution, 102
    • intrinsic nature attribution, 101–102
    • procedural trust, relationship, 110f
    • scenarios, 104–107
    • situation attribution, 99–101
    • types, 100f
  • attributional retraining, 112–114, 210–211
  • Attribution Theory, 98–99
  • authority (boundary element), 162
    • challenge, 163–164
    • clarification/reestablishment, 165
  • authority problems (Circle of Conflict model structural problem), 72
  •  
  • behavior
    • defined standards (boundary element), 161–162
    • loss aversion, impact, 143
    • observation, 181–183
  • beliefs, 103
  • Best Alternative to a Negotiated Agreement (BATNA), 214
    • analysis, 50
    • confrontation, 155
    • usage, 36
  • bias
    • Loss Aversion Bias model, 20, 21f, 144
    • self-serving bias, 98–99
  • blame, attribution (correlation), 102–104, 103f
  • Bolton, Robert and Dorothy, 8–9
  • boundaries
    • clarification/reestablishment, 165
    • clarity, absence, 163
    • elements, 161–162
    • enforcement (identification), acceptance (absence), 162
    • expansion, 163
    • jurisdiction, acceptance (absence), 164
    • workplace boundaries, 165
  • Boundary model, 21, 21f, 161
    • assessment/application, 170
      • background, 161
      • conflict, cause (guide), 163–165
      • conflict, definition, 163, 163f
      • crisis, definition, 163, 163f
      • diagnosis, 165–166
      • diagnosis (cs), 163–164
      • Mutiny at the Office (cs), 172–178
      • practitioner worksheet, 170–172
      • strategic direction, 167–168
      • strategic direction (cs), 168–170
  • brainstorming, 50, 78, 217
  • Bridges, William, 203–205, 207, 208
  •  
  • chain of command, following, 166, 167, 169 (cs)
  • change, stages, 204
  • Circle of Conflict model, 19, 19f, 68
    • assessment/application, 79–81
    • background, 67
    • data, 68, 70–71, 74
      • points, 70f, 71f
      • problems, strategies, 76, 77
      • strategy questions, 82
    • diagnosis, 67–72, 68f
    • diagnosis (cs), 72–74
    • externals/moods, 68, 69, 73
    • interests, identification/ focus, 78–79
    • interest strategy questions, 83
    • party interests, interaction (strategies), 76
    • practitioner worksheet, 81–84, 81f
    • relationships, 68, 69, 73
      • dispute, 84
    • Spanish Estate (cs), 85–94
    • strategic direction, 75–76, 75f
    • strategic direction (cs), 76–79
    • structure, 68, 74
      • problems, 71–72
      • problems, strategies, 76, 78
      • strategy questions, 83
    • structure/relationship dynamic, 80–81
    • values, 68–69, 73 dispute, 84
    • values/data dynamic, 80
  • coaching (Social Styles intervention), 187
  • collaborative problem solving, 50
  • common interests, focus, 49, 56, 57
  • communication
    • problems, Social Styles model focus, 184, 185
    • translation (Social Styles intervention), 187
  • competitive bargaining, 50
  • compromise, 50
  • confidence-building measures (CBMs), 111–112
    • procedural trust, relationship, 110–112
  • conflict
  • costs, increase, 29–30
    • definition (Boundarymodel), 163, 163f
    • intervention, 167
    • occurrence, reasons, 163, 165
    • post-conflict vision, building, 217–218
    • root causes, finding, 4–6
    • story (cs), 23 understanding, framework, 10
  • conflict analysis models, range, 9–11
  • conflict maps, 8
  • conflict resolution
    • daily resolution, 3–4
    • micro-skills, 213
    • reactions, Stairway model (usage), 29–31
  • constructive reciprocation. See positive reciprocation
  • control, decrease, 30
  • control responsive, 183
  • cooperation, approach, 131
  • Coworker's Dilemma (Dynamics of Trust model) (cs), 120–126
    • diagnosis/worksheet, 122
    • strategic direction, 123–126
  • crisis, definition (Boundary model), 163, 163f
  •  
  • data. See Circle of Conflict model
    • attribution factor, 103
  • denial (Moving Beyond stage), 204, 205–206
    • management, strategies, 214–216
  • destructive reciprocation. See negative reciprocation
  • diagnosis
    • impact, 9–10
    • simplicity/complexity,
    • contrast, 10
  • dispute resolution approaches, 27–28
  • downward spiral, 124–136, 135f
    • cycle, breaking, 138
  • drivers, interaction, 189–191
  • driving social style, 183
  • Dynamics of Trust model, 19–20, 19f, 95
    • assessment/application, 118–119
    • attribution
      • blame, correlation, 102–104
      • scenarios, 104–107 types, 100f
    • attributional retraining, 112–114, 124
      • usage, 115–117
    • AttributionTheory, 98–99
    • background, 95–99
    • Coworker's Dilemma (cs), 120–126
    • data points, 113f, 114f
    • diagnosis, 99–104
    • diagnosis (cs), 104–107
    • intentional/hostile attribution, 102
    • intrinsic nature attribution, 101–102
    • motives/intentions, 97
    • personal trust, 108–112
    • practitioner worksheet, 119–120
    • procedural trust, 108–112
    • risk, 96
      • tolerance, 97–98
    • self-serving bias, 99
    • situation attribution, 99–101
    • strategic direction, 107–114
    • strategic direction (cs), 115–118
    • trust, types, 108–109
  •  
  • emote responsive, 192
  • emotional energy, drain, 29
  • emotional interests, focus, 212
  • emotional loss, 147
  • emotion (psychological) interests, 44–45, 50, 59
  • emotion (psychological) interests, 44–45, 50, 59
  • enforcement (boundary element), 162
  • expressives, interaction, 189–191
  • expressive social style, 183
  • externals/moods. See Circle of Conflict model
  •  
  • face, loss, 147
  • false bargaining, avoidance, 215, 216–217
  • focus, loss, 29
  • Foundational Problems, Loss Aversion Bias model (cs), 158–159
  •  
  • gains and losses
  • analysis, 146f
  • reframing, 151–153
  • goals (reference point), 150
  • Greek Social Club, Stairway model (cs), 38–42
    • diagnosis/worksheet, 39
    • strategic direction, 40–42
  •  
  • help, accepting help, 133
  •  
  • impasse, avoidance (party movement), 50–52, 56
  • information, attribution factor, 103
  • intention (trust element), 97
  • intentional/hostile attribution, 102
  • interest-based process (dispute resolution process), 28
    • failure, rights only direction, 35–36
    • strengths/weaknesses, 31
    • usage, default, 33–34, 35
    • worksheet, 37
  • interests
    • appearance, 45–48
    • common interests, focus, 49
    • development, 57
    • exploration/focus, 214
    • loop back, 34, 36
    • refocusing, 216
    • types, usage, 49–50, 56
  • intrinsic nature attribution, 101–102
  •  
  • job, start/finish times following, 166–167 (cs)
    • norms, expansion, 164
  • jurisdiction (boundary element), 162
    • challenge, 164
    • clarification/reestablishment, 167
  •  
  • Kubler-Ross, Elizabeth, 203–204, 206
  •  
  • Landau, Daryl, 10
  • Lang, Michael, 11, 231, 232
  • Law of Reciprocity (model), 20, 20f, 129, 131f
    • diagnosis, 134–136
    • downward spiral, 134–135, 135f
    • cycle, breaking, 138
    • natural laws, background, 129–130
    • outcomes, 131–132
    • principles, 133
    • reciprocity
      • diagnosis (cs), 136–137
      • strategic direction (cs), 137–138
    • Shooting for the Moon (cs), 141–142
    • strategic direction, 137–138
    • upward spiral, 137–138, 137f
      • leverage, 139
  • legitimacy (boundary element), 162
  • “Let It Go,” necessity (exploration), 218
  • limited resources (Circle of Conflict model structural problem), 71–72
  • listening, focus, 216
  • loss. See gains and losses
    • amplification, 146f
    • aversion, impact, 144
  • Loss Aversion Bias model, 20, 21f, 143
    • assessment/application, 157
    • background, 143–145
    • behaviors, 143–144
    • diagnosis, 146–148
    • diagnosis (cs), 146–148
    • Foundational Problems (cs), 158–159
    • strategic direction, 150–155
    • strategic direction (cs), 156–157
  • lowest-cost rights/power process, usage, 34
  •  
  • Mayer, Bernard, 10
  • micro-skills, 213
  • micro theories, development, 12
  • models
    • conflict analysis models,
      • range, 9–11
    • definition, 7
    • overview, 17
    • requirements, 10–11
    • theories, contrast, 6–9
    • types, 18–22
    • usage, 13–14
      • reasons, 17–18
    • usefulness, 9
  • monetary loss, 147
  • Moore, Christopher, xiii (Foreword), 8, 43, 67, 75
  • morale, reduction, 30
  • motive (trust element), 97
  • Moving Beyond Conflict model, 22, 22f, 203, 205f
    • acceptance, 205, 207–209
      • management, strategies, 217–218
    • anger, 205, 206–207
    • listening/acknowledgement, 220, 222–223
      • management, strategies, 216–217
      • assessment/application, 225
      • attributional retraining, 214, 215
      • background, 203–205
      • BATNA, 214–215
      • change/transition, stages, 204
      • denial, 204, 205–206
        • interests, exploration, 219
        • management, strategies, 214–216
      • diagnosis, 205–209
      • diagnosis (cs), 205–209
      • false bargaining, avoidance, 215, 216–217
      • interests, exploration/focus, 214
      • practitioner worksheet, 225–226
      • reality test, 214–215
      • skills, application, 213, 214f
      • strategic direction, 213–218
      • strategic direction (cs), 218–225
      • Workplace Assault (cs), 222–226
  • Mutiny at the Office, Boundary model (cs), 172–178
    • diagnosis/worksheet, 173–175
    • strategic direction, 175–177
  • Mutiny at the Office, Boundary model, (cs) (Continued)
    • strategic intervention options, 175–177
  • mutual problem statements, 217
  • Myers-Briggs, 22, 179, 180
  •  
  • natural laws, background, 129–130
  • negative (destructive) reciprocation, 132f
  • negative reciprocity, diagnosis, 135–136
  • negotiation, 218
  • norms
    • boundary element, 162
      • boundary expansion, 163, 164
      • clarification/reestablishment, 167
  •  
  • organizational structures (Circle of Conflict model structural problem), 72
  • others
    • attribution, 98–99
    • help, 131
  • outcomes
    • judgement, reference points (usage), 150
    • Law of Reciprocity outcomes, 131–132
  •  
  • past experiences, 103
  • personal trust, 108
  • positive (constructive) reciprocation, 132f
  • post-conflict vision, building, 217–218
  • power-based processes (dispute resolution process), 28
    • strengths/weaknesses, 32
    • usage, rights-based process failure, 36
    • worksheet, 37
  • preconceptions, attribution factor, 103–104
  • Prevost, Larry, 21, 161
  • procedural trust, 108–109
    • attribution, relationship, 110f
    • characteristics, 109
    • confidence-building measures,
    • connection, 111–112
    • focus, 109–112, 117–118,
  • process impasse, psychological solutions, 52
  • process (procedural) interests, 44, 50, 58
  • productivity, loss, 29
  • psychological impasse
    • process solutions, 52
    • result/process solutions, 51–52
  • psychological interests. See emotion (psychological) interests
  •  
  • questions, asking, 216
  •  
  • reality
    • simplification, model (usage), 9
    • test, 214–215, 229
  • reciprocity. See Law of Reciprocity reciprocity diagnosis (cs), 136–137
  • reflection, process, 11
  • reflective practitioner
    • approach, 11–13
    • competence, foundation, 12
  • reframing, usage, 216
  • relationships. See Circle of Conflict model
  • respect, 166
  • responsiveness, 181
    • indicators, 182
    • result impasse, psychological solutions, 52
    • result (substantive) interests, 43–44, 50, 58
    • results impasse, process solutions, 51
    • rights-based process (dispute resolution process), 28
      • failure, power only direction, 36
      • strengths/weaknesses, 31
      • worksheet, 37
    • risk (trust element), 96
    • Rummel, R.J., 10
  •  
  • satisfaction (model). See Triangle of Satisfaction model
  • self, attribution, 98
  • self-serving bias, 98–99
  • Shooting for the Moon, Law of Reciprocity model, (cs), 141–142
  • situation acceptance
    • meaning, 207–209
  • situation attribution, 99–101
  • situation contextualization, 147–148
  • skills improvement, 118
  • Social Styles model, 22, 22f, 179
    • assertiveness, indicators, 182
    • background, 179–181
    • coaching, 192
    • diagnosis, 181–185, 184f
    • diagnosis (cs), 185–187
    • interventions, 187
    • practitioner worksheet, 195–197
    • responsiveness, indicators, 182
    • strategic direction, 187–191
    • strategic direction (cs), 193–194
    • strategic guidance, 189f
    • The Vision Thing (cs), 197–201
    • translation, 192 versatility, 187–191
  • Spanish Estate, Circle of Conflict model (cs), 85–94
    • diagnosis, 86–87
    • strategic direction, 88–90
  • Stairway (interests/rights/power) model, 18, 18f, 27
    • assessment/application, 36–37
    • background, 27
    • diagnosis, 29f diagnosis (cs), 32–33
    • Greek Social Club (cs), 38–42
    • practitioner worksheet, 37–38
    • strategic direction, 33–35, 34f
    • strategic direction (cs), 35–36
  • status, loss, 147
  • status quo (reference point), 150, 151f–153f
  • stereotypes, 103
  • stock market, loss aversion bias behavior, 144, 145
  • strategic guidance, 11
  • stress, increase, 30
  • structure. See Circle of Conflict model
  • style versatility, 187
  • substantive interests, focus, 217
  •  
  • taxes/rewards, loss aversion bias behavior, 143, 144
  • Taylor, Alison, 11, 231, 232
  • The Vision Thing, Social Styles model (cs), 197–201
    • diagnosis, 198–199
    • strategic direction, 199–200
  • theories definition, 6
    • micro theories, development, 12
    • models, contrast, 6–9
  • transition, stages, 204
  • Triangle of Satisfaction model, 18, 18f, 43, 44f
    • Acme Foods (cs), 59–66
    • assessment/application, 55–57
    • background, 43
    • common interests, focus, 49
    • diagnosis, 43–45
    • diagnosis (cs), 45–49
    • emotion (psychological) interests, 44–45, 54, 59
    • impasse, 56
    • finterests focus/exploration, 57–58
    • practitioner worksheet, 57–59
    • process (procedural) interests, 44, 54–55, 58
    • result (substantive) interests, 43–44, 55, 58
    • strategic direction, 49–52, 51f
      • steps (cs), 53–55
  • trust
  •  
  • wins/losses, coding, 145
  • workplace
    • behavior, respect, 166
    • boundaries, 163–164
  • Workplace Assault, Moving Beyond Conflict model (cs), 226–230
    • diagnosis/worksheet, 227–228
    • strategic direction, 229