BELFIELD

7 Mondays              7.00pm-9.00pm

Oct 9, 16, 23, Nov 6, 13, 20, 27

(No class Oct 30 – bank holiday weekend)

1 Saturday              10.00am-5.00pm

21 October 2017

The following is a selection of recommended texts for those interested in reading further around the course content. We advise that you do not buy books in advance of the course as your tutor will discuss the list and suggest the most relevant reading for particular interests. Recommended reading: Cornelius, H. & Shana Faire, S., (1989) Everyone can win: How to Resolve Conflict: Simon Schuster The best book for this course: it covers all the ground and topics on this course. Written by two Australians who have trained many people through the Conflict Resolution Network. Very readable with good cartoons and diagrams. Go to www.crnhq.org to download some chapters Fisher, R., Ury, W., & Patton,B., (1992) Getting to Yes: Negotiating Agreement Without Giving In, 2nd Edition: Business Books. This bestseller outlines the basic rationale of interest based or principled negotiation that attempts to get behind stubborn positions. Goes on to show the steps involved in problem solving. Ury, W., (1991) Getting Past No: Negotiating With Difficult People: Business Books Sets out five steps on how to get around a stone wall by reframing the problem. Read pp 59-85 Rosenberg, M., (1999) Nonviolent Communication: A Language of Compassion: Puddle Dancer Press Taking responsibility for your feelings and working with empathy. www.cnvc.org Bolton, R., (1979) People Skills: How to Assert Yourself, Listen to Others and Resolve Conflicts: Touchstone / Simon Schuster Excellent in depth and richness on empathic listening and assertiveness skills. Chapters 3 to 7 provide a very good description of why you work with emotions first and how paraphrasing works in simple steps

Geoffrey Corry BA (Mod) MSc (Mgmt) is a specialist in conflict resolution, facilitation and mediation for interpersonal workplace disputes, marital separation/divorce agreements and restorative justice. He works part-time with the Family Mediation Service and is a facilitator of political dialogue workshops at the Glencree Centre for Reconciliation. He is a former chairperson of the Mediators Institute of Ireland.

1.  MANAGING AND RESOLVING CONFLICT      

            - Our perceptions of conflict: negative and positive

            - Conflict sculpture: identifying personal blockages

2.  NEUROSCIENCE OF CONFLICT                         

            - The Flight or Fight response

- Keeping the amygdala in mind

3. PREDICTABLE DYNAMICS OF CONFLICT          

            - How unmanaged conflict escalates: the conflict spiral

            - Stalemate and why it occurs

            - De-escalation and overcoming psychological barriers

4. GETTING INTERPERSONAL DISPUTES RESOLVED   

            - Conflict mapping: generating experiences of conflict situations

- Role play of an interpersonal conflict situation

            - Conflict Iceberg & PIN model: Positions, Interests and Needs

 

5.  REFLECTIVE LISTENING SKILLS                            

            - Working with and acknowledging perceived reality

            - Picking up clues from body language

- Reflective listening: the discipline of not adding anything

- Connecting with the emotional realities

6.  ASSERTIVENESS SKILLS FOR PROBLEM SOLVING 

- Moving from anger and aggression to assertiveness

- Making clear statements about your own needs

            - The four part assertive message

7.  STYLES OF CONFLICT MANAGEMENT           

            - Conflict management within groups and organisations.

            - Finding your conflict comfort zone

            - The five styles of handling conflict

            - Managing your style and avoiding going into excess

8. INTEREST BASED NEGOTIATION                          

            - Interest based v adversarial negotiation

- Calculating your BATNA

(Best Alternative to Negotiated Agreement)

9. MIXING COMPETITION & COOPERATION      

              - “Win as much as you can”

- Balancing self-interest and cooperation

10. INTEGRATING PROCESS, STRATEGY & SKILLS   

   &n