"The Six-C approach provides a framework within which people can work together to attack the problem, not each other. By ending each conflict with conciliation, those who use this approach can do much more than resolve conflict—they can build each other up so future conflicts will be easier to resolve." —Bob Bowen, Chief Executive Officer The Mandt System, Inc. Don′t let conflict get in the way of meaningful collaboration! Conflict is inevitable, but educators can work together effectively if they understand how to defuse difficult situations before they escalate. This resource describes the Six-C process, a conflict resolution method that allows educators to take progressively more assertive steps as necessary to resolve disagreements. Based on research and easy to remember, this approach helps readers handle challenging situations using the least amount of time and energy. Illustrated with many examples and scenarios, the six steps are: Concern: identifying actionable concerns Confer: expressing concerns in nonthreatening ways Consult: reviewing and clarifying the situation collaboratively Confront: considering consequences and giving clear warnings Combat: taking sustained, logical action Conciliation: mending the wounds and restoring relationships Focused on preserving relationships while resolving disagreements, From Conflict to Conciliation can be used in any situation or setting, from the classroom to the community.

The Six-C process allows educators to take progressively more assertive steps as needed to resolve a conflict, using the least amount of time and energy while preserving relationships.

In the long and chequered annals of the land of the Lama, the twentieth century was a period of considerable turmoil. To start with, the maturity into adulthood of the 13th Dalai Lama (1895) was not a little unusual. Again, not unlike the Great Fifth, he too proved his mettle and survived both a British assault under Younghusband (1904) as well as that of China's Ch'ing rulers (1910-11). Sadly, his strongarm methods soon drove the 9th Panchen into exile - and the arms of the Guomindang regime. Their gap proved hard to bridge and the Lamas died (1933, 1937), virtually unreconciled. Unhappily for their land, the new incarnations too were ranged in opposite camps: the 14th DL, his own master; the 10th Panchen, Mao's protege and harbinger of Tibet's "liberation"(1951). Promises to the contrary notwithstanding, the DL soon discovered his autonomy to be a farce and in the wake of the March (1959) Rebellion fled. Even though the Lamas had inched closer, the Panchen who remained behind presently found himself out of step with his masters. And after a long saga of persecution died (1989), a much disillusioned man. Leaving behind a Dalai Lama in exile and the status of his own incarnation - actually there are two rival candidates - a little less than clear.

Workplace mediation is becoming an increasingly popular dispute resolution method to settle interpersonal employee conflicts, including harassment and bullying complaints. There is a direct ratio between the quality of relationships across the workplace and long-term effectiveness and success. Mediation addresses complex relationship difficulties head-on so that working relationships can be restored. Fostering a philosophy of mediation as a culture and a "co-entrepreneurial" business model, Doherty and Guyler consider what mediation is, why it is necessary and how it works, including the main principles of operation and the 6-step structure of a mediation meeting. They analyze the reasons for conflict and suggest useful everyday communication skills to help defuse anger or aggression. Real case studies look at specific complaints of bullying, of sexual harassment and of racism, generational conflicts within family businesses and boardroom conflicts between chairmen and CEOs.

The use of force and coercion to settle disputes between nations is a central problem of our time. Martin Patchen considers the circumstances that lead nations to use coercive means in disputes with other nations and also examines the effectiveness of other means of resolving international disputes. Patchen examines conflict and cooperation as general social processes and builds on previous work to present an overall theoretical framework that encompasses the conflict situation, perceptions of the adversary, decision-making, bargaining, and interaction and influence sequences.

Provides mediators and other professionals who use mediationsuch as lawyers, therapists, and personnel managerswith comprehensive, step-by-step instruction in effective dispute resolution strategies.

This open access book opens up the black box of mediation in collective conflicts through the analyses and comparisons of various systems. Mediation and related third party interventions such as conciliation and facilitation are discussed as effective prevention and regulation tools for different types of collective labor conflicts. These interventions fit in a new developed five-phase model of collective conflicts in organizations, going from capacity building in latent conflicts, through conciliation, mediation and arbitration in escalating phases, to rebuilding of trust after hot conflicts. The authors promote understanding and discussion with regards to labor mediation systems, presenting comparative research on the perspectives of mediators and users of mediation. This book describes and analyses laws, regulations and practices of mediation in seventeen countries, with a relative strong emphasis on Europe. Part 1 presents theoretical frameworks on conciliation and mediation in collective labor conflicts. Part 2 presents regulations and practices in 12 European countries: Belgium, Denmark, Estonia, France, Italy, Poland, Portugal, Spain, The Netherlands, and the United Kingdom. Part 3 discusses mediation in these collective conflicts in Australia, China, India, South Africa and the USA. Part 4 offers conclusions and ways forward. This book offers analyses, good practices and developments for third party intervention in collective labor conflicts in global and local changing environments. This book is a must-read for policy makers, , social partners at different levels, as well as scholars and practitioners in industrial relations, human resources management and conflict management, particularly conciliators and mediators.