I’m Glad I Know That Now! Podcast Por M.-H. Tsai L. Rees J. Parlamis M. A. Gross D. A. Cai arte de portada

I’m Glad I Know That Now!

I’m Glad I Know That Now!

De: M.-H. Tsai L. Rees J. Parlamis M. A. Gross D. A. Cai
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“I’m Glad I Know That Now!” features interviews with top scholars on a particular research topic that they’ve studied and is more general in content and focus.©2021 by Negotiation and Conflict Management Economía Gestión Gestión y Liderazgo
Episodios
  • Part III: From Micro to Macro, How Initial Ideas Lead to Societal Implications with Dr. Ellen Giebels
    Sep 30 2025

    Euwema, M., & Giebels, E. (2024). Conflict management and mediation. Edward Elgar. https://doi.org/10.4337/9781035331536

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    34 m
  • Part II: From Micro to Macro, How Initial Ideas Lead to Societal Implications with Dr. Randall Peterson
    Sep 30 2025

    Peterson, R. S., & Brown, G. (2022). Disaster in the Boardroom: Six Dysfunctions Everyone Should Understand. Palgrave MacMillan.
    Peterson, R. S., & Mannix, E. A. (Eds.) (2003). Leading and Managing People in the Dynamic Organization. Erlbaum.

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    22 m
  • Part I: From Micro to Macro, How Initial Ideas Lead to Societal Implications with Dr. Tricia Jones
    Sep 30 2025

    Jones, T. S., & Brinkert, R. (2008). Conflict coaching: Conflict management strategies and skills for the individual. Thousand Oaks, CA: Sage Publications.

    “Conflict Coaching: Adding a Critical Forum to Help Fix the Fuss”

    Tricia S. Jones, Prof. Temple University

    Where It Began – the Micro

    Communication Scholar; Focus on Interaction Analysis and Stochastic Modeling in Divorce and Child-Custody Mediation (1985, 1989)

    • Nascent ADR Field (Pound Conference 1977; burgeoning court mediation programs; fueled by need for responsive legal systems)
    • State Justice Institute Grant (1996); Under-Utilization of Mediation; Concerns About Mediation Efficacy
    • Building Conflict Management Systems and Processes to Empower Parties
    • WHAT WAS MISSING? A Theory-Informed One-on-One Third Party ADR Process

    CONFLICT COACHING: PURPOSE, PROCESS, SYSTEMS APPLICATIONS

    PURPOSE – CONFLICT ANALYSIS FOR STRATEGIC ACTION AND EMPOWERMENT

    PROCESS – Theory Into Practice; CCM MODEL (Jones & Brinkert, 2008)

    Narrative Theory; Narrative Mediation

    Drivers of Conflict; Identity, Emotion and Power

    Visioning; Construction of Future Narrative

    Skills Development for Implementation

    SYSTEMS CONTEXTS AND APPLICATION – Developing CC for Systems Fit and Support

    Conflict Coaching Applications – The Macro Workplace

    • Federal Sector
    • ADRA 1996, mandated
    • Conflict Coaching included as Third Party Process under MD-110 and ADRA Inclusion in most Fed Agencies
    • Increasingly Used as Pre-Mediation Process
    • International Organizations
    • United Nations, Secretariat and UNHCR
    • World Bank, in Mediation Program Services
    • Private Sector Ombuds & ADR, HR

    Community Mediation

    New York, NYUCS/NYSDRA (similar statewide systems in Maryland (MACRO), Heartland Mediation Association, Georgia, etc.
    62 County Community Mediation System; over 1,000 conflict coaches since 2013; infused in all areas of service (family, court, youth-based)

    Special Education

    CA SELPAs, CADRE (OSERs National TA Organization)
    Special education conflict coaching throughout CA and CADRE national pilot project 2025-2027

    Challenges/Opportunities and Catalysts
    Challenges and Opportunities

    • Mediation-centric field (then more than now)
    • Maintaining frame of Conflict Coaching as ADR process rather than counseling/ “coaching”
    • Getting caught in “only one best model” dynamic
    • Understand and respect limits of the intervention

    Catalysts, Tidbits and Inspirations

    • Meet Their Need (understand the system; honor the need)
    • Follow the Heat (engage the emergent energy)
    • Find and Nurture Champions of Innovation (Kings County – Brooklyn Criminal Courts)
    • Dedicate Yourself to Theory to Practice
    • Leverage Fertile Fields (don’t expend energy and resources in the desert)
    • Build Partnerships Outside the “Tower”; the “academy” may not be the best incubator
    • If “They” Build It “They” Will Come (and Learn to Let Go)

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    23 m
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