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
  • usage, 115–117, 124
• 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
  • focus, 213
• 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
    • usage, 219, 221–222
• reciprocity. See Law of Reciprocity reciprocity diagnosis (cs), 136–137
  • reference points, 150
  • reframing, 151–152f
  • reset, 154f
  • shift, 153–155, 154f
• reflection, process, 11
• reflective practitioner
  • approach, 11–13
  • competence, foundation, 12
• reframing, usage, 216
• relationships. See Circle of Conflict model
  • strain/termination, 30
  • reputation, damage, 30
  • resolution, 218. See also conflict resolution
• respect, 166
  • loss, 147
• 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
  • definition, elements, 96–97 model. See Dynamics of Trust model.
  • personal trust, 108–112
  • procedural trust, 108–112
  • self-serving bias, impact, 99

•  
• upward spiral, 137–138, 137f
  • leverage, 139

•  
• values, 103. See also Circle of Conflict model
• versatility (Social Styles intervention), 187–191
  • style versatility, 189

•  
• 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