Life Through Multi-Colored Lenses: attitude

Showing posts with label attitude. Show all posts

Tuesday, May 8, 2012

391. Military Chaplaincy, Pt. 9 (Dept. of the Army, pt.

We're still in Chapter 3 "The Chaplain Program," but we're in Section VI, "Administrative Activities" now.

50. "Officer Organization"

"...[T]he chaplain whould have a base of operations... Here the chaplain will maintain... rosters of personnel active in various phases of the religious program..." (p. 15)

This might not be anything other than the type of thing like how in churches they keep track of who their members are. But for an organization like the Army to mandate it, I just thought I'd mention it, for whatever it's worth. It could just be their bureaucratic side affecting chaplains too.

***

We're moving on to Chapter 4, "The Installation Chaplain," Section II, "Responsibilitie."

"60. Character Guidance Instruction

The installation chaplain will coordinate with the training officer in supervising character guidance instruction for all instrallation units. Generally, he need not be concerned with providing character guidance instruction for lodger [sic] units unless these do not have assigned chaplains. The installed chaplain will inspect character guidance instruction for which the installation commander is responsible, and will recommend necessary corrective action in case of deficiency or recognize outstanding performance. In the discharge of this responsibility, the chaplain should check the following:
a. The suitability of the location provided.
b. The suitability of the time scheduled
c. The percentage of unit strengch in attendance, including reason for low attendance.
d. Attitude and control of those in charge of the group.
e. Appearance and attitude of the instructor.
f. Quality of the instruction, including use of proper instructional methods, training aids, maintenance of attendion, etc." (p. 20-21)

Once again we have the chaplain being a sort of nanny for the Army. That is, the chaplain is taking part in raising up the soldiers according to what the Army things they should be like, not according to what the chaplain's denomination says they should be like.

I'm harping on this because I want you to see that in the Vienna mission this kind of dual commitment also existed, but the mission didn't want you to see it until you made that pledge of total commitment. The lives of deception, which I saw practically as soon as my feet touched the Austrian soil - and it had nothing to do with Austria, but everything to do with the mission, were split like this. Maybe not 100% just like in the Army, but Christians do it there all the time. The North American director was a Vietnam vet and the 2 H.R. directors were military chaplains, and I have not idea what other influences they had, such as from their board and the other missions.

But I also bring this out because of the word attitude. Attitude was huge in Vienna (at the mission I mean), just like it would have been in the Army. At the end of my time in Vienna when I was told (more than once) the parable about the boy who was standing up on the inside, which was clearly referring to myself, if they had known what I was really thinking, that my attitude wasn't just a matter of "not submitting", well I had to think what would have happened. If I were in the Army I would have been court martialed, I'm sure. Because attitude was just as important in either place. And maybe for not so different reasons either.

Unfortunately, the Vienna mission decided to use some of the world's means to do the Lord's work.

If the Vienna mission had known that my "attitude" was as bad as it really was they would have spun me around and turned me around so that I wouldn't have known what was what and they'd basically have sent me home in a straight jacket and you know that journal entry I wrote in post # 382? It wouldn't have happened. I would have been too much of a loony tune to write even that lucidly. I kid you not. They really would do that. And attitude was that important.

And chaplains, they know a thing or two about attitude, I'm sure, so they're probably just the ones to be going around checking to make sure that other character guidance instructers have the proper attitude. I wonder if the chaplains at the Vienna mission had ever had to do this?

***

"62. Training
...
a.... The installation chaplain will hold periodic meetings of all chaplains of installations units... Briefing sessions and critiques of character guidance instruction will be held." (p. 21)

So when you become a military chaplain you really have to believe in the Army and what it does and stands for and its values, etc., because the chaplains are part of the army "machine." But when you join the military chaplaincy, you know what you're getting into, right? I mean, you pretty much go in with eyes wide open, although there are probably always surprises along the way as is true in any job. But generally you have a lot of ways to find out before hand what to espect. If nothing else, you can always just go to your denomination and ask them, ask some of their chaplains and you'd get a good idea there.

But what if you want to go with a mission and they don't want to let people know what they are really like? So nobody really knows till they get there. How do you find out then? And what if there's there's the extra problem of your dad being in a job that's a national security concern but nobody really wants to tell you anything about that either. How could I find out in advance that there might be a could different ethics going on with the mission before I arrived there (like the chaplain doing chaplain things and character guidance things)?

Really, when you think of it, these military chaplains got it nice, to have everything upfront and clearcut. Heck, they even have a handbook that means something! That's amazing in Vienna mission terms. The Vienna mission policy manual was a worthless piece of paper that maybe should have been used as toilet paper along with the Pravda.

***

"64. Public Relations
In time of peace, when the need and functions of a large Army are not as obvious as in war time, civilian relationships assume increased importance. Because of the chaplain's church relationships, his training and experience in meeting people and in public speaking, the commander will frequently call on him for activities in his field. See AR 165-15, and paragraph 17 of this manual." (p. 22)

My immediate reaction to this is that makes a mockery of the faith, belittles it. But then maybe some of the other things do too, but I just hadn't noticed it. This especially though, strikes me that way. Religion is used just as a token sort of feather in the Army's cap or something. Whether or not the chaplain supports this kind of thing, I do think it, in general is belittling of the faith. There could be ways that it might be handled better than others though.

I think that this does reveal maybe the whole charade of how the Army uses the chaplain. It's probably a bit of a dance between the chaplain and the Army (both individually and collectively), but the Army wants someone who will help with its soldiers and, evidently, it's P.R., while the chaplain should want to instill spiritual life and growth in those he serves. So maybe some of the other ways the Army uses the chaplain could also be considered making a mockery of faith, but the two have made the compromise in order to work together.

I don't understand the compromise the Army chaplain makes, and not just because I've become a pacifist, either, but also because I just don't agree with those kind of compromises even that don't have anything to do with weaponry and the like. And I couldn't make the compromise with the Vienna mission, either.

***

I think that's it for now.

Saturday, February 11, 2012

305.Organizational Behavior, Pt. 31 (Katz, pt. 2)

To summarize the rest of the introduction of this article, there are three questions the author is going to address:

"(1) What are the types of behavior required for effective organizational functioning?...

(2) What are the motivational patterns which are used and which can be used in organizational settings?...

(3) What are the conditions for eliciting a given motivational pattern in an organizational setting?" (p. 131)

Not all of these questions are equally relevant to my purposes, but consider this an advance organizer (from my teaching or reading skills days).

***

Starting with the first question, which is the first major article section "BEHAVIOR REQUIREMENTS," and skipping a couple sub-sections to "Innovative and spontaneous behavior."

"A neglected set of requirements consists of those actions not specified by role prescriptions which nevertheless facilitate the accomplishment of organizational goals. The great paradox of a social organization is that it must not only reduce human variability to insure reliable role performance but that it must also allow room for some variability and in fact encourage it...." (p. 132)

Clearly this was very important in the Vienna mission because once it dealt with things outside its walls, especially with things "in-country" - i.e., in Eastern Europe - it needed its workers to be able to think on the fly, problem solve, think creatively, etc. But there were also serious risks at stake that needed to be kept in mind while doing this, so there had to be, as I've mentioned more than once, trust between members, but also certain relevant knowledge and experience to be able to make good decisions. So innovation and spontaneity was always under careful scrutiny and only permitted where and to whom it was trusted.

***

The next sub-section is titled "Co-operaton."

"The patterned activity which makes up an organization is so intrinsially a co-operative set of interrelationships, that we are not aware of the co-operative nexus any more than we are of any habitual behavior like walking...." (p. 132)

This section cites examples and how one study showed that cooperation among department members increased productivity. In the Vienna mission this was clearly a very major value and crossed all spheres of life there, including outside the office (home life, etc.). I think this was a part of the security system to make the organization as self-sufficient as possible and as close as possible to a closed system (a sociological term - go to p. 36) as possible.

***

The next sub-section is "Protection."

"Another subcategory of behavior facilitative of organizational functioning is the action which protects the organization aganst disaster. There is nothing in the role prescriptions of the worker which specifies that he be on the alert to save life and property in the organization." (p. 133)

I think Katz maybe should have qualified this all-inclusiveness a bit, because I have a feeling that the Vienna mission isn't the only organization and there are also certain positions in every day firms that are told explicitly to protect something or the other of the organization. In any case, virtually everyone in the Vienna mission was supposed to be on high alert virtually all the time (granted some times more alert than at other times). This was not an organization where people believed in passing the buck regarding protection of the organization and anything related to the ministry. So if anyone received a signal from a reliable source (such as their boss or the director) that something was amiss, even if they didn't understand or know what was wrong, they would immediately go in defensive mode for the sake of the ministry and be ready to take orders, explicit or otherwise as far as what they should do, if anything.

This might sound as if I'm overdoing it, but if you experienced what I did in my departure you'd see that these people all took a stand in unison against me and I doubt that they all, including my boss' teenage daughter, really knew that my egregious risk to the mission was. Well, if they didn't know then, and they know who I am as I write this they understand now why I was dangerous, I expect.

***

The next sub-heading is "Constructive ideas."

I think this is similar to "Innovative and spontaneous behavior," but maybe it's more along the lines of planning, rather than reacting to problems as they come up. This might be more like someone suggesting a new course to teach or learning of a new group in another city that they could contact as a potential new group of students, for example. This kind of thing would probably be limited to the well seasoned workers, and if others had any ideas like that they would have to run it by their superiors who would present it if it seemed feasible, but it would probably be greatly re-worked in the meantime because anyone below a certain level in the hierarchy would be at a disadvantage regarding knowledge level as to what was really going on in the mission to make reasonable suggestions. And if they did present a good suggestion there would be the issue of rank and power, and the person would still need to be kept in their place because s/he presumably was still in their position/rank for a reason.

***

The next sub-heading is "Self-training."

This is ironic, because this was exactly part of my socialization, in that I had been denied the opportunity to take a software class back home (they wouldn't tell me what software was used, saying it wasn't necessary, I could learn on the job), so I spent the first couple months reading software manuals and learning that way. So this was a management-imposted self-training, which I don't think is quite what Katz means here; rather, I think Katz means the individual taking the initiative on their own to learn new skills.

The thing was in Vienna it was hard to do much of anything for any length of time that wasn't known by someone or the other and approved or disapproved of. So if they found out you were doing some self-training they would have wanted to consider whether it was really necessary or not and that was their determination or not. And they determined this not just on the basis of your technical skills, but on a whole host of other things, including whether it was more important for you to help socialize the new secretary, whether your attitude was more important than your skills, whether your boss didn't like that you just up and decided to learn something without talking it over with him first and he wanted to teach you that that's not how things were done there, or maybe your mentor could help you with it (although your mentor was very busy at the moment).

***

The last sub-section is "Favorable attitude."

"Finally, members of a group can contribute to its operations by helping to create a favorable climate for it in the community, or communities, which surround the organization. Employees may talk to friends, relatives, and acquaintances about the excellent or the poor qualities of the company for which they work." (p. 133)

In Vienna they were mainly interested in security, that you faithfully parrot the line about them being an international printing company. I think as far as they were concerned, that was about all you needed to ever say about them to outsiders if you had to say anything about them at all. So then you didn't really have to worry about the negative or positive issue, just the security issue there. Same thing is more or less true in Eastern Europe, although when you were with the students or other believers they obviously knew you weren't an "international publishing company" (catch the deception there?) so you didn't have to pretend to be something you weren't, but they were also discreet enough to know what not to ask and the like. In private meetings outside of class sessiongs they might send greetings to others back in the mission and ask of someone's welfare (someone who had been sick, who just got married, had been in the States on furlough, etc.).

The negative/positive issue comes into play regarding communications with folk back home - or, in my case, anywhere I happened to have friends, including Australia, E. Germany, or wherever. That's when they wanted the party line parroted back home. They might as well have sent me to indoctrination classes or something, or maybe that's what it was inthe States when they sent me back, sort of my own little private GULAG.

Well, I just made a Freudian slip and revealed my attitude, which was not, as you can guess, up to par. I didn't start out that way though. They made me that way, really. I came ready to go and serve do a good job. I never was on a high really about it though, I guess. I think I came level-headed about it. I'm not sure, but that might have thrown them for a loop. But the thing was that I'd already had all that other experience and training and I was glad to be there but just not on a high about it - not in euphora or something.

I've already written so much here about how my experiences there led to my attitude change how the discrepencies. I was really rather bowled over by the welcome though. But it wasn't long before I began to notice the discrepancies, like the software manuals discussed above - 2 months of pretty much non-work, a waste of supporters' money. And these things ate away at my attitude and I refuse to take the blame for that because I didn't cause these events, the mission leadership did. The software manual incident was a stupid, manipulative social engineering-type socialization ploy that had no place in a Christian mission and I had no responsibility to accept that kind of playmanship and for them to expect that I should have a positive attitude about it is sorely mistaken on their part. They were wrong and they misused their power in that and in a myriad other ways while I was with them. God is not manipulative, Got does not force submission and He does not authorize His servants to use such means either. In contrast, this is the kind of methodology Satan would use, and also the Communists, for example, used.

This is the end of this section of the article.

Thursday, March 31, 2011

216. Socialization File, Pt. 97 (Roberts, pt. 14)

One of the topics I want to bring in to my preamble discussions is regarding conflict resolution. Since returning to the States from Russia in 1997 I've spent a little time on this subject, and to show you what I mean, I'm presenting to you a copy of a bibliography I prepared for Philadelphia Yearly Meeting a few years ago. But first I'll give a brief introduction.

While I was in Russia (1991-1997) I went through a lot of thinking about things (including these articles) and some of my values and perspectives changed through that process. One of the things that I changed is my perspective on violence - which I use in a broad sense here, to include interpersonal violence as well as international violence or even "structural violence" - at the very least is counterproductive. Generally violence, I think, is a kind of self protection. For example, structural violence might include the aspects of a society that make it harder for women to earn equal pay for equal work, or it might include the use of tanks and machine guns to protect a national asset, or it might be a woman beating her child to protect her "right" as authority over the child. In all of these things, even if you agreed with the logic (in general or under specific circumstances), there are unintended consequences. Do the intended goals merit the (potential) unintended consequences? For example, as of yesterday, somewhere in the area of 100,000 to 110,000 Iraqi civilians have died in war-related circumstances since the U.S. invaded the country in 2003. Without considering a lot of other issues, can one really say that the war might lead to something good that is more important than 1000,000 lives? In contrast, I think there are a lot of other ways that we can try to deal with differences, and I don't mean being a doormat either, though.

So, since coming to the USA I have tended to attend one of the traditional peace churches. When I was in Philadelphia I attended Mennonite churches, but here I've been going to a Brethren church. I also took both the basic and advanced Alternative to Violence Project courses in central Pennsylvania. I've been interesting in group facilitation too, and took some pre-conference workshops at International Association of Facilitators annual conferences. Another related volunteer project I participated in was as a table facilitator at the Listening to the City event in New York City. I'll probably post some memorabilia from that experience when I get to it in my chronology. But this is all to say that my interest in peace and some other related issues developed starting during my time in Russia. Here's the bibliography (my regular textual discussion will follow):

Mediation Bibliography for Philadelphia Yearly Meeting, March 2002

Format:

Line 1: APA style bibligraphic reference

>Line 2: Ref. #, Where I found it, ISBN #, Notes, Pages, Mediation Context

>Line 3: Subject listings

Anderson, Janice Walker, Foster-Kuehn, Myma & Mckinney, Bruce Converse (1996). Communication skills for surviving conflicts at work. Cresskill, NJ: Hampton Press
>650.1/3 20 LOC 1572730560 Includes bib ref and indexes 187 pp
>Conflict management; Communication in management; Interpersonal communication

Anderson, Kare. (1999). Resolving conflict sooner: the powerfully simple 4-step method for reaching better agreements more easily in everyday life. Freedom, CA: Crossing Press
>303.6/9 21 LOC 0895949768 Includes bib ref (4 pp) 107 pp
>Interpersonal conflict. Conflict management. Conflict (Psychology)

Angelica, Marion Peters. (2000). Keeping the peace: resolving conflict in the boardroom. St Paul, MN: Amherst H. Wilder Fdn., Ntnl. Center for Nonprofit Boards
>HD42 .A5266 2000 LOC 1586860127 Includes bib ref (1 p) 47 pp
>Nonprofits; Conflict management; Nonprofit organizations - Management; Directors of corporations

Angelica, Maron Peters. (1999). Resolving conflict in nonprofit organizations: the leader's guide to finding constructive solutions. St Paul, MN: Amherst H. Wilder Fdn.
>658.4/053 21 LOC 0940069164 Includes bib ref (5 pp) and index 176 pp
>Nonprofits; Conflict management; Non-governmental organizations

Augsburger, David. (1999). Conflict mediation across cultures: pathways and patterns. ?:Alban
>Alban 0664256090 Church

Aureli, Filippo & de Waal, Frans B. M. (2000). Natural conflict resolution. Berkeley: University of California Press
>303.6/9 21 LOC 0520216717 Includes bib ref and index 409 pp
>Conflict management

Avruch, Kevin. (1998). Culture & conflict resolution. Washington, D.C.: US Institute of Peace Press
>303.69 Av86c Free Library 1878379836 Includes bib. refs (11 p.) and index xv, 153 ?
>Conflict management; culture

Baier-Allen, Susanne (Ed.). (1998). Synergy in conflict management: what can be learnt from recent experiences? Baden-Baden: Nomos
>JZ5597 .S96 1998 UPenn 245 pp.

Barsky, Allan Edward. (2000). Conflict resolution for the helping professions. Australia; Belmont, CA:Brooks/Cole
>303.6/9 21 LOC 053435923X Includes bib ref (12 pp) and index 317 pp
>Social Work; Conflict management; Mediation; Human services-Vocational guidance

Bell, Arthur H. & Smith, Dayle M. (1997). Winning with difficult people, 2nd ed. Hauppauge, NY: Barron's Educational Series >650.1/3 21 LOC 0812098943 Includes bib ref (2 pp) and index 117 pp
>Conflict management; Interpersonal relations; Interpersonal conflict

Bens, Ingrid. (2000). Facilitating with ease! : a step-by-step guidebook with customizable worksheets. San Francisco: Jossey-Bass
>658.4/036 21 LOC 0787951943 Includes bib refs (4 pp) 216 pp Workplace
>Teams in the workplace. Group facilitation

Berger, Peter L. (Ed.). (1998). The limits of social cohesion: conflict and mediation in pluralist societies: a report of the Bertelsmann Foundation to the Club of Rome. Boulder, CO: Westview Press
>HM136 .G8313 1998 Penn 0813334012 Includes bib ref (8 pp) 396 pp Community?
>Social conflict. Social norms. Conflict management. Mediation.

Bock, Joseph P. (2001). Sharpening conflict management: religious leadership and the double-edged sword.Westport, Conn.:Praeger
>BL65.P7 B63 2001 Penn 154 pp. Church

Bohm, David. (1996). On dialogue. London; New York: Routledge
>401.4 B634o Free Library 0415149118 Includes bib. refs (1 p.) and indiex xviii, 101 ?
>Dialogue analysis; Semiotics

Bohm, David. [1999]. Unfolding meaning: a weekend of dialogue with David Bohm. London; New York: Routledge.
>111 B634u Free Library 0415136385 xiii, 177 ?
>Ontology

Borisoff, Deborah & Victor, David A. (1998). Conflict management: a communication skills approach. Boston, Mass.: Allyn and Bacon
>303.6/9 21 LOC 0205272940 Includes bib ref (15 pp) and index 247 pp
>Interpersonal conflict; Conflict management; Interpersonal communication

Boulle, Laurence & Hwee, Teh Hwee. (2000). Mediation: process practice, Singapore ed. Singapore: Butterworths Asia
>347.5957/09 21 LOC 9812360883 Includes bib ref (5 pp) and index 389 pp
>Mediation-Singapore; Dispute resolution (Law)-Singapore; Mediation

Brams, Steven J. (1999). The win-win solution: guaranteeing fair shares to everybody. New York: W.W. Norton.
>303.69 B732w Free Library 0393047296 Includes bib. refs (7 pp.) and index xi, 177 ?
>Conflict management; Negotiation; Fairness

Brams, Steven J. & Taylor, Alan D. (1996). Fair division: from cake-cutting to dispute resolution. Cambridge; New York: Cambridge University Press
>303.6/9 20 LOC 0521553903 Includes bib ref (16 pp) and index 272 pp
>Conflict management; Negotiation; Fairness; Game theory

Brams, Steven J. & Taylor, Alan D. (1999). The win--win solution: guaranteeing fair shares to everybody. New York: W.W. Norton
>303.6/9 21 LOC 0393047296 Includes bib ref and index 177 pp
>Conflict management; Negotiation; Fairness

Burns, Stacy Lee. (2000). Making settlement work: an examination of the work of judicial mediators. Aldershot: Ashgate
>KF9084 .B87 2000 Penn 0754621243 Includes bib refs (14 pp) 255 pp Legal
>Mediation. Judicial power. Dispute resolution.

Burton, John Wear. (1996). Conflict resolution: its language and processes. Lanham, MD: Scarecrow Press
>HM136 .B786 1996 UPenn 86 pp.

Byrne, Sean & Irvin, Cynthia L. (Eds.). (2000). Reconcilable differences: turning points in ethnopolitical conflict. West Hartford, Conn.: Kumarian Press
>GN496 .R44 2000 UPenn 221 pp. Ethnic

Cameron, Esther. (2001). Facilitation made easy: practical tips to improve meetings and workshops. London: Kogan Press
>HM751 .C36 2001 LOC 0749436085 Includes bib refs (1 p) and index 161 pp Workplace
>Group facilitation. Employees--Training of. Meetings

Carpenter, Susan L. & Kennedy, W. J. D. (2001). Managing public disputes: a practical guide for government, business, and citizens' groups, 2nd ed. San Francisco: Jossey-Bass
>658.4/053 21 LOC 0787957429 Includes bib ref (5 pp) and index 296 pp
>Conflict management. Problem solving

Casey, Carolyn. (2001). Conflict resolution: the win-win situation. Aldershot, UK; Berkeley Heights, NJ: Enslow Publishers
>303.69 C268c Free Library 076601584X Includes bibliographical references (4 pp.) and index 64
>Interpersonal conflict in adolescence; Conflict management; Interpersonal relations

Chetkow-Yanoof, Benyamin. (1997). Social work approaches to conflict resolution: making figthing obsolete. New York: Haworth Press
>361.3/2 20 LOC 0789060353 Includes bib ref (10 pp) and index 174 pp Social work
>Social Service; Conflict management

Chew, Pat K. (Ed.). (2001). The conflict and culture reader. New York: NY University Press
>303.6 21 LOC '0814715788 Bib ref & index 313 pp
>Social conflict; Culture conflict; Ethnic conflict; Conflict management

Christensen, Andrew & Jacobson, Neil. (2000). Reconcilable differences. New York: Guilford Press
>HM1126 .C48 2000 UPenn 333 pp.

Cloke, Kenneth. (2001). Mediating dangerously: the frontiers of conflict resolution. San Francisco: Jossey-Bass
>303.6/9 21 LOC 0787953563 Includes index 251 pp
>Conflict management; Mediation

Cloke, Kenneth & Goldsmith, Joan. (2000). Resolving conflicts at work: a complete guide for everyone on the job. San Francisco: Jossey-Bass
>650.1/3 21 LOC 0787950599 Indludes index 251 pp Workplace
>Conflict management; Interpersonal relaitons; Personnel management-Psychological aspects; Psychology, Industrial

Cloke, Kenneth & Goldsmith, Joan. (2000). Resolving personal and organizational conflict: stories of transformation and forgiveness, 1st ed. San Francisco: Jossey-Bass
>303.6/9 21 LOC 787950602 Includes bib ref and index 217 pp
>Conflict management

Constantino, Cathy A. & Merchant, Christina Sickles. (1996) Designing conflict management systems: a guide to creating productive and healthy organizations. San Francisco: Jossey-Bass
>658.4 20 LOC 0787901628 Includes bib ref (2 pp) and index 252 pp Organization
>Conflict management

Cosgrove, Charles H. & Hatfield, Dennis D. (1999). Church conflict: the hidden systems behind the fights. ?:Alban
>Alban 0687081521 Church

Costantino, Cathy A. & Merchant, Christina Sickles. (1996). Designing conflict management systems: a guide to creating productive and healthy organizations, 1st ed. San Francisco: Jossey-Bass Publishers
>HD42 .C68 1996 UPenn 252 pp Organization

Craig, Yvonne. (1997). Elder abuse and mediation: exploring studies in America, Britain and Europe. ?:Avebury
> Ashgate 1859726151 232 pp Social Wrk?

Crawford, Donna K. [1996?]. Conflict resolution education: a guide to implementing programs in schools, youth-serving organizations, and community and juvenile justice settings: program report . Washington, DC: Office of Juvenile Justice and Delinquency Prevention, US Dept of Justice
>J 38.8:ED 8/REPT Free Library Includes bib refs. 1 volume Youth
>Violence in children - Prevention; Conflict management; Mediation

Dana, Daniel. (2001). Conflict resolution: mediation tools for everyday worklife. New York: McGraw-Hill
>658.4053 D191c Free Library 0071364315 Includes index xii, 169 Workplace
>Conflict management; Mediation; Interpersonal conflict

Darby, John & Mac Ginty, Roger. (2000). The management of peace processes. New York: St. Martin's Press
>JZ5597 .M462000 UPenn 276 pp.

Debell, Bob. (1997). Conciliation and mediation in the NHS: a practical guide. Oxon [England]: Radcliffe Medical Press
>362.1/0941 21 LOC 1857752317 Includes bib ref (1 p.) and index 91 pp Govt
>National Health Service (Great Britain); Conciliation (Civil Procedure); Mediation

Desjardins, Marie-France. (1996). Rethinking confidence-building measures: obstacles to agreement and the risks of overselling the process. Oxford: Oxford University Press
>U162 .A3 no. 307 UPenn 71 pp.

'Deutsch, Morton, Coleman, Peter T. (Eds.). (2000). The handbook of conflict resolution: theory and practice. San Francisco: Jossey-Bass
>303.6/9 21 LOC 0787948225 Includes bib. ref and index 649 pp
>Conflict Management

Domenici, Kathy, & Littlejohn, Stephen W. (2001). Mediation: empowerment in ocnflict management, 2nd ed. Prospect Heights, IL: Waveland Press
>658.4/053 21 LOC 1577661885 Includes bib ref (18 pp) and index 198 pp
>Conflict management. Mediation

Dukes, E. Franklin. (1996). Resolving public conflict: transforming community and governance. Manchester: Manchester University Press
>303.6 20 LOC 0719045126 Includes bib ref (pp. 197-216) and index 226 pp Community
>Conflict management; Mediation; Dispute resolution (Law)

Dukes, E. Franklin, Piscolish, Marina A. & Stephens, John B. (2000). Reaching for higher ground in conflict resolution: tools for powerful groups and communities, 1st ed. San Francisco: Jossey-Bass
>658.4/053 21 LOC 0787950580 Includes bib ref (2 pp) and index 258 pp
>Conflict management. Dispute resolution (Law)

Dunlop, John T. & Zack, Arnold M. (1997). Mediation and arbitration of employment disputes. San Francisco: Jossey-Bass >658.4/053 21 LOC 0787908479 Includes bib ref (19 pp) and index 223 pp Workplace
>Conflict management; Mediation; Dispute resolution (Law)

Eadie, William F., & Nelson, Paul E. (2000). The language of conflict and resolution. Thousand Oaks, CA: Sage
>303.6/9 21 LOC 0761916598 Includes bib. ref and index
>Conflict management; Communication - psychological aspects; Interpersonal communication

Ellis, Desmond & Stuckless, Noreen. (1996). Mediating and Negotiating Marital Conflicts. ?: Sage.
>Sage 0761905030 176 pp. Family

Erickson, Stephen K. & McKnight, Marilyn S. (2001). The practitioner's guide to mediation: a client-centered approach. New York Wiley.
>303.6/9 21 LOC 047135368X Includes bib ref (5 pp) and index 275 pp
>Negotiation; Conflict management; Mediation; Interpersonal conflict

Evans, Sybil & Cohen, Sherry Suib. (2000). Hot buttons: how to resolve conflict and cool everyone down. New York: Cliff Street Books
>303.6/9 21 LOC 0060196998 Includes bib refs (4 pp) 336 pp
>Conflict management; Interpersonal conflict

Fisher, Roger, Elizabeth Kopelman & Andrea Kupfer Schneider. (1996, c1994). Beyond Machiavelli: tools for coping with conflict. New York: Penguin Books.
>327.15 F536b Free Library 014245227 Includes bibliographical references vi, 151 Int’l
>Pacific settlement of international disputes; Internatiional relations; Conflict management

Fisher, Ronald J.. (1997). Interactive conflict resolution. Syracuse, NY: Syracuse University Press
>JX4475 .F57 1997 UPenn 295 pp.

Fisher, Simon. (2000). Working with conflict: skills and strategies for action. New York: Zed Books.
>303.6/9 21 LOC 1856498360 Includes bib ref and index 185 pp
>Conflict management

Folger, Joseph P., Poole, Marshall Scott & Stuttman, Randall K. (2000). Working through conflict: strategies for relationships, groups and organizations, 4th ed. New York: Addison.
>303.6/9 21 LOC 0801332761 Includes bib refs and index
>Social conflict; Conflict (Psychology); Conflict management; Social interaction; Interpersonal conflict

Francis, Diana. (2002). People, Peace, and power: conflict transformation in action. London; Sterling, VA: Pluto Press
>303.6/6 21 LOC 0745318363
>Peace movements; Conflict management; Human rights movements; Human rights workers; Pacifists

Galaway, J. & Hudson, J. (1996). Restorative justice: international perspectives. Monsey, NY: Kugler Publications
>K970 .R467 1996 Penn 1881798070 Includes bib refs 516 pp Legal
>Restorative justice. Victims of crimes - Legal status, laws, etc. Mediation. Criminal justice, Administration of

Gilhooley, James. (2000). Using peer mediation in classrooms and schools: strategies for teachers, counselors, and administrators. Thousand Oaks, CA: Corwin Press.
>LB1027.5 G48 2000 Penn 0761976507 Includes index 88 pp Schools
>Peer counseling of students. Mediation. Conflict management

Halstead, Kenneth A. (1998). From stuck to unstuck: overcoming congregational impasse. [Bethesda, MD?]. Alban Institute.
>BV652.9 .H39 1998 LOC 1566992036 Includes bib refs (5 pp) 187 pp Churches
>Church controversies; Church management; Conflict management; Negotiation; Problem solving; Decision making

Halverstadt, Hugh. (1999). Managing church conflict. ?: Alban.
>Alban 0664251854 Church

Havergal, Maggie. (1999). The facilitator's toolkit. Aldershot, England: Gower
>HD66 .H385 1999 LOC 0566080877 155 pp. Workplace
>Teams in the workplace. Group facilitation. Group relations training.

Heron, John. (1999). The complete facilitator's handbook. London: Kogan Page.
>HM133 .H4662 1999 Penn 0749429720 Includes bib refs and index 414 pp Workplace?
>Communication in small groups. Group decision-making. Group facilitation. Experiential learning. Employees - training of.

Hunter, Dale. (1999). Handling groups in action: the use of distinctions in facilitation. Aldershot, England: Gower.
>302.3/4 21 LOC 0566082721 Includes bib refs (3 pp) and index 128 pp
>Group facilitation. Interpersonal relations.

Iacofano, Daniel S. (2001). Meeting of the minds: a guide to successful meeting facilitation. Berkeley, CA: MIG Communications.0
>302.3/5 21 LOC 0944661300 Includes index Workplace
>Group facilitation. Meetings. Social groups. Teams in the workplace. Organizational effectiveness.

Irving, Howard H. & Benjamin, Michael. (2002). Therapeutic Family Mediation. ?: Sage.
>Sage 0761923136 400 pp. Family

Isenhart, Myra Warren & Spangle, Michael. (2000). Collaborative approaches to resolving conflict. Thousand Oaks, CA: Sage. >303.6/9 21 LOC 0761919295 Includes bib ref and index 242 pp
>Conflict management; Dispute resolution (Law)

Jackson, Hildur (Ed.). (1999). Creating harmony: conflict resolution in community. Holte, Denmark: Permanent Publications.
>HM1126 .C743 1999 UPenn 269 pp. Community

Jeong, Ho-Won. (1999). Conflict resolution: dynamics, process and structure. Aldershot: Ashgate.
>HM1126 .C66 1999 UPenn 221 pp.

Justice, Thomas. (1999). The facilitator's fieldbook : step-by-step procedures, checklists and guidelines, samples and templates. New York: AMACOM.
>658.4036 J985f Free Library '0814470386 Bib. ref. (5 p.) and index. 461 pp. Workplace
>Teams in the workplace; Group facilitation; Group relations training; Group problem solving; Consensus (Social sciences)

Katsh, Ethan, Rifkin, Janet. (2001). Online Dispute Resolution: Resolving Conflicts in Cyberspace. San Francisco: Jossey-Bass.
>Jossey-Bass

Kellett, Peter M. & Dalton, Diana G. (2001). Managing conflict in a negotiated world: a narrative approach to achieving productive dialogue and change. ?: Sage.
>Sage 0761918884 208 pp.

Kindler, Herbert S. (1996). Managing disagreement constructively, Rev. ed. Menlo Park, CA: Crisp Publications.
>658.4 20 LOC 1560523832 88 pp Orgs
>Conflict management; Organization

Kiser, A. Glenn. (1998). Masterful facilitation: becoming a catalyst for meaningful change. New York: AMACOM.
>658.406 K641m Free Library '0814404980 Bib. ref (2 pp) and index 225 pp.
>Organizational change; Group facilitation; Communication in small groups

Kowalski, Theodore L. (1999). Opening doors: a facilitator's handbook. Lanham, MD: University Press of America
>658.4/036 21 LOC 0761812997 Includes bib refs (2 pp) and index 348 pp Workplace
>Teams in the workplace. Group facilitation. Object-oriented programing (Computer science)

Kraybill, Ronald S. (2001). Peace skills: a manual for community mediators, 1st ed. San Fransicso: Jossey-Bass.
>303.6/9 21 LOC 0787947997 Includes bib ref (1 p.) and index. 137 pp Community
>Negotiation. Mediation. Conflict management

Kriesberg, Louis. (1998). Constructive conflicts: from escalation to resolution. Lanham, MD: Rowman & Littlefield Publishers.
>HM136 .K757 1998 UPenn 392 pp.

Kritek, Phyllis Beck. (1996). Negotiating at an Uneven Table: A Practical Approach to Working with Difference and Diversity. San Francisco: Jossey-Bass.
>Jossey-Bass

Kruk, Edward (Ed.). (1997). Mediation and conflict resolution in social work and the human services. Chicago: Nelson-Hall.
>361.3/2/0684 LOC 0830414681 Includes bib ref 348 pp Social Work
>Social Service; Conflict management; Mediation; Interpersonal conflict

Landale, Anthony. (2001). The fast facilitator: 76 facilitator activities and interventions covering essential skills, group processes, and creative techniques. [Burlington, VT]: Gower.
>658.4/036 21 LOC 0566083930 Includes bib ref Workplace
>Teams in the workplace. Group facilitation. Group relations training. Group problem solving. Facilitative management

Landau, Sy, Landau, Barbara & Landau, Daryl. (2001). From Conflict to Creativity: How Resolving Workplace Disagreements Can Inspire Innovation and Productivity. San Francisco: Jossey-Bass.
>Jossey-Bass

Lang, Michael D. & Taylor Alison. (2000). The making of a mediator: developing artistry in practice, 1st ed. San Francisco: Jossey-Bass.
>658.4/053 21 LOC 0787949922 Includes bib ref (5 pp) and index 254 pp
>Conflict management; Mediation

Leas, Speed B. (1999). Discover your conflict management style, Rev. ed. ?: Alban
>Alban 1566991846 Church

Leas, Speed B. (1999). Moving your church through conflict (looseleaf manual). ?: Alban.
>Alban 1566990122 Church

LeBaron, Michelle. (2002). Bridging Troubled Waters: Conflict Resolution from the Heart. San Francisco: Jossey-Bass.
>Jossey-Bass

Lee, James L., Pulvino, Charles J., Perrone, Philip A. (1998). Restoring Harmony: a guide for managing conflicts in schools. Upper Saddle River, NJ: Merrill.
>LB3013 .L44 1998 UPenn 194 pp. Schools

Leonard, Sam. (1999). Mediation: The book. A step-by-step guide for dispute resolvers. ?: Alban.
>Alban 1879260255 Church

Lerbinger, Otto. (1997). The crisis manager: facing risk and responsibility. Mahwah, NJ: Lawrence Erlbaum Associates.
>HD49 .L468 1997 UPenn 384 pp. Workplace?

Levine, Stewart. (1998). Getting to resolution: turning conflict into collaboration. San Francisco: Berrett-Koehler Publishers.
>KF9084 .L48 1998 Penn 1576750051 Includes bib refs (9 pp) and index. 226 pp
>Dispute resolution. Mediation. Conflict management

Leviton, Sharon C. & Greenstone, James L. (1997). Elements of mediation. Pacific Grove: Brooks/Cole Pub.
>303.6/9 20 LOC 053423982X 88 pp
>Mediation; Negotiation; Conflict management

Littlejohn, Stephen W. & Domenici, Kathy. (2001). Engaging communication in conflict: systemic practice. Thousand Oaks: Sage Publications.
>HM1126 .L57 2001 UPenn 240 pp.

Lott, David B. (Ed.). (2001). Conflict management in congregations. ?: Alban.
> Alban 1566992435 Church

Madonik, Barbara G. (2001). I Hear What You Say, But What Are You Telling Me?: The Strategic Use of Nonverbal Communication in Mediation. San Francisco: Jossey-Bass.
> Jossey-Bass

Makau, Josina M. & Marty, Debian L. (2001). Cooperative argumentation: a model for deliberative community. Prospect Heights, IL: Waveland Press.
>PN4181 .M353 2001 UPenn 295 pp. Community

Marcus, Leonard J., Dorn, Barry C., Kritek, Phyllis B. (1999). Renegotiating Health Care: Resolving Conflict to Build Collaboration, Renegotiating Health Care. San Francisco: Jossey-Bass
> Jossey-Bass Health Care

Mattaini, Mark A. (2001). Peace power for adolescents: strategies for a culture of nonviolence. Washington, DC: NASW Press.
>HM1281 .M38 2001 UPenn 257 pp. Youth

Mayer, Bernard. (2000). The Dynamics of Conflict Resolution: A Practitioner's Guide. San Francisco: Jossey-Bass
> Jossey-Bass

McFarland, Daniel (Ed.). (1996). Conflict analysis and resolution: challenges for the times. Fairfax, VA: Institute for Conflict Analysis and Resolution, George Mason University.
>HD42 .C644 1996 LOC Bib ref 214 pp
>Conflict management

McGillis, Daniel. (1997). Community mediation programs: developments and challenges. Washington, DC: US Dept of Justice. Office of Justice Programs, National Institute of Justice.
>KF9084 .M344 1997 Penn Includes bib refs 99 pp Community
>Mediation. Dispute resolution (Law). Neighborhood justice centers. Conflict management.

Menkel-Meadow, Carrie (Ed.). (2001). Mediation: Theory, policy and practice. ?: Dartmouth Publishing Co.
> Ashgate 0754620522 714 pp.

Menkel-Meadow, Carrie (Ed.) (2001). Mediation: theory, policy, and practice. Aldershot, Hands, England: Ashgate/Dartsmouth.
>347/.09 21 LOC 0754620522 Includes bib ref and index 676 pp
>Mediation; Dispute resolution (Law)

Moore, Christopher W. (1996). The mediation process: practical strategies for resolving conflict; 2nd ed. San Francisco: Jossey-Bass.
>303.69 M781m Free Library 0787902489 Includes bib references (20 pp.). xx, 430 ?
>Mediation; Conflict management

Morse, Philip S. & Ivey, Allen E. (1996). Face to face: communication and conflict in the schools. Thousand Oaks, CA: Corwin Press
>LB1033.5 .M67 1996 UPenn 98 pp. Schools

Morse, Philip S. & Ivey, Allen E. (1996). Face to face: Communication and conflict resolution in the schools. ?: Sage.
> Sage 0803963076 112 pp. Schools

Nan, Susan Allen (Ed.). [1997]. Windows to conflict analysis and resolution: framing our field. Fairfax, VA: Institute for Conflict Analysis and Resolution, George Mason University.
>303.6/9 21 LOC Includes bib ref 179 pp
>Conflict management

Osier, Jan L. & Fox, Harol P. (2001). Settle conflicts right now! A step-by-step guide to K-6 classrooms. ?: Sage.
> Sage 0761977600 96 pp. Schools

Pavlich, George C. (1996). Justice fragmented: mediating community disputes under postmodern conditions. London; NY: Routledge.
>347/.09 21 LOC 0415113121 Includes bib refs (24 pp) and index 202 pp Community
>Dispute resolution (Law); Neighborhood justice centers; Mediation; Dispute resolution (Law)-British Columbia

Pearce, W. Barnett & Littlejohn, Stephen W. (1997). Moral conflict: when social worlds collide. Thousand Oaks, CA: Sage Publications.
>BF637 .I48 1997 UPenn 234 pp.

Phillips, Barbara Ashley. (2001). The mediation field guide: transcending litigation and resolving conflicts in your business or Organization, 1st ed. San Francisco: Jossey-Bass.
>658.4/053 21 LOC 078795571X Includes bib ref (9 pp) and index 321 pp Org/Bus
>Conflict management; Mediation; Mediation and conciliation, Industrial; Dispute resolution (Law)

Potter, Beverly. (1996). From conflict to cooperation: how to mediate a dispute. Berkeley, CA: Ronin Pub.
>303.6/9 20 LOC 0914171798 Includes bib ref and index 182 pp
>Negotiation; Interpersonal conflict; Conflict management; Mediation

Priest, Simon. (2000). The essential elements of facilitation. Dubuque, Iowa: Kendall/Hunt Pub. Co.
>658.4/036 21 LOC 0787266116 Includes bib refs (2 pp) and index 157 pp
>Management. Group facilitation. Leadership. Organizational change.

Putz, Gregory Bryan. (1998). Facilitation skills: helping groups make decisions. Bountiful, UT: Deep Space Technology.
>658.3/128 21 LOC 0966445600 Includes bib refs and index 1 vol Workplace
>Teams in the workplace. Decision making. Group facilitation.

Rediger, G. Lloyd. (1999). Clergy killers: Guidance for pastors and congregations under attack. ?: Alban
> Alban 066425734 Church

Rees, Fran. (1998). The facilitator excellence handbook: helping people work creatively and productively together. San Francisco: Jossey-Bass.
>658.4/02 21 LOC 0787938882 Includes bib refs (3 pp) and index 338 pp Workplace
>Teams in the workplace. Group facilitation. Group relations training. Group problem solving. Consensus (Social sciences)
Facilitative management

Reychler, Luc & Paffenholz, Thania (Eds). (2001). Peacebuilding: a field guide. Boulder, CO: Lynne Rienner Publishers
>HM1126 .P43 2001 UPenn 573 pp.

Roberts, Marian. (1997). Mediation in family disputes: Principles of practice, 2nd ed.
> Ashgate 1857423151 224 pp. Family

Ross, Marc Howard & Rothman, Jay. (1996). The conflict, management implications of major theories of ethnic conflict. Kandy, Sri Lanka: Intl. Centre for Ethnic Studies.
>HM136 .R674 1996 UPenn 52 pp. Ethnic

Ross, Marc Howard & Rothman, Jay (Eds.). (1999). Theory and practice in ethnic conflict management: theorizing success and failure. Houndmills, Basingstoke, Hampshire: Macmillan Press.
>303.6/9 21 LOC 0312220464 Includes bib ref and index 263 pp
>Conflict management; Culture conflict; Ethnic conflict-Political aspects

Rothman, Jay. (1997). Resolving Identity-Based Conflict in Nations, Organizations, and Communities. San Francisco: Jossey-Bass.
> Jossey-Bass Community, Orgs

Rue, Nancy N. (1997). Everything you need to know about peer mediation. New York: Rosen Pub. Group.
>303.69 R836e Free Library 0823924351 Includes bib refs (1 p.) and index 64 Schools
>Mediation; Negotiation; Conflict management; Peer counseling of students; Problem solving

Sarat, Austin. (1998). Everyday practices and trouble cases. Evanston, IL: Northwestern University Press.
>K380 .E95 1998 UPenn 261 pp.

Saunders, Harold H.. (1999). A public peace process: sustained dialogue to transform racial and ethnic conflicts, 1st ed. New York: St. Martins Press.
>HM136 .S25 UPenn 328 pp. Racial

Schmidt, Warren H. & B.J. Gallagher Hateley (eds.). (2001). Is it always right to be right? : a tale of transforming workplace conflict into creativity and collaboration. New York: AMACOM.
>658.4053 Sch56i Free Library 0814470955 Includes bibliographical references (2 p.) viii, 152 Workplace
>Conflict management; Teams in the workplace

Schoenhaus, Robert M. (2001). Conflict management training: advancing best practices. Washington, D.C.: US Institute of Peace.
>Y 3.P 31:19/NO.36 Free Library 41 ?
>Conflict Management - study and teaching; Violence - Prevention; Peace

Smith, Craig R. (1998). Mediation: the process and the issues. Kingston, Ont.: IRC Press.
>303.6/9 21 LOC 0888865023 Includes bib ref (1 p) 14 pp
>Mediation; Conciliation

Stein, Mark & Ernst, Dennis J. (1997). Resolving conflict once & for all: a practical how-to guide to mediating disputes. Louisville, KY: Harmony House.
>303.6/9 21 LOC 0965642909 140 pp
>Negotiation; Conflict management; Mediation; Interpersonal conflict

Stewart, Levine. (1998). Getting to resolution: turning conflict into collaboration. San Francisco: Berrett-Koehler Publishers.
>KF9084 .L48 1998 UPenn 226 pp.

Stitt, Allan J. (1998). Alternative dispute resolution for organizations : how to design a system for effective conflict resolution. Toronto; New York: J. Wiley.
>658.4053 St 59a Free Library 0471642959 Includes bib refs (6 pp.) and index xxi, 228 Work/orgs
>Conflict management; Dispute resolution (law)

Stone, Florence M. (1999). How to resolve conflicts at work. New York: American Management Association.
>658.4053 St71h Free Library 0814479898 Includes index xix, 138 Workpl
>Conflict management

Tidwell, Alan C. (1998). Conflict resolved?: a critical assessment of conflict resolution. London: Pinter.
>HM136 .T53 1998 UPenn 180 pp.

Tillett, Gregory. (1999). Resolving conflict: a practical approach. South Melbourne: Oxford Universith Press.
>303.6/9 21 LOC 0195511514 Includes bib ref (9 pp) and index 248 pp
>Conflict management; Problem solving; Mediation

Ting-Toomey, Stella. (1999). Communicating across cultures. New York: Guilford Press.
>GN345.6 .T56 1999 UPenn 310 pp. Cross-cult

Umbreit, Mark S. (2001). The handbook of victim offender mediation: an essential guide to practice and research. San Francisco: Jossey-Bass.
>364.6/5 21 LOC 0787954918 Includes bib ref and index 425 pp
>Restorative Justice; Victims of crimes; Mediation; Criminals-Rehabilitation

Ury, William. (1999). Getting to peace: transforming conflict at home, at work, and in the world. New York: Viking.
>303.69 Ur9g Free Library 0670887587 Includes bib refs (27 pp.) and index xxi, 250
>Conflict management; Cooperativeness

Ury, William L. (2002). Must we fight?: from the battlefield to the schoolyard, a new perspective on violent conflict and its prevention. San Francisco: Jossey-Bass.
>303.6/9 21 LOC 0787961035 122 pp
>Conflict management; Social conflict-Prevention; Violence-Prevention

Ury, William L. (Ed.). (2001). Third side studies: explorations of violent conflict and its prevention. Cambridge, Mass.: PON Books.
>303.6/9 21 LOC 1880711192
>Conflict management; Cooperativeness

Van Slyke, Erik J. (1999). Listening to conflict : finding constructive solutions to workplace disputes. New York: AMACOM.
>658.4053 V364L Free Library 0814404294 Includes bibl refs and index xiii, 210 Workpl
>Conflict management. Problem solving

Wachtel, Ted. (1997). Real Justice (1st hardcover ed.). Pipersville, PA: Piper's Press.
>HV6250.25 .W22 1997 Penn 0963388746 Includes bib refs (1 p) 206 pp Legal
>Victims of crime. Criminal justice, Administration of - Philosophy. Mediation. Dispute resolution (Law). Conflict management.

Wagner-Pacifici, Robin. (2000). Theorizing the standoff: contingency in action. Cambridge: Cambridge University Press
>HM1121 .W34 2000 UPenn 276 pp.

Warner, Michael. (2001). Complex problems, negotiated solutions: tools to reduce conflict in community development. London: ITDG Pub.
>HM1126 .W37 2001 UPenn 149 pp. Commty

Warters, William C. (2000). Mediation in the campus community: designing and managing effective programs, 1st ed. San Francisco: Jossey-Bass.
>378.1/94 21 LOC 078794789X Includes bib ref (8 pp) and index 283 pp
>Counseling in higher education; Conflict management-study and teaching (Higher); Mediation

Webne-Behrman, Harry. (1998). The practice of facilitation: managing group process and solving problems. Westport, Conn: Quorum.
>658.4/036 21 LOC 1567200672 Includes bib refs (4 pp) and index 215 pp
>Group problem solving. Group facilitation

Webne-Behrman, Harry. (1998). The practice of facilitation: managing group process and solving problems. Westport, Conn.: Quorum.
>HD30.29 .W43 1998 Penn 1567200672 Includes bib refs (4 pp) and index 215 pp
>Group problem solving. Group facilitation.

Weiner, Eugene (Ed.). (1998). The handbook of interethnic coexistence. New York: Continuum.
>305.8 21 LOC 0826410561 653 pp Racial
>Ethnic relations; International relations; Culture conflict; Social conflict; Conflict management

White, Shirley A. (1999). The art of facilitating participation: releasing the power of grassroots communication. New Delhi; Thousand Oaks CA: Sage.
>307.1/4 21 LOC 817036843X Includes bib refs and index 367 pp Community
>Communication in community development. Group facilitation. Community development

Winslade, John. (2000). Narrative mediation: a new approach to conflict resolution. San Francisco Jossey-Bass.
>HM1126 .M66 2000 Penn 0787941921 Includes bib ref and index 261 pp.
>Conflict management. Mediation. Storytelling. Discourse analysis, Narrative.

Winslade, John & Monk, Gerald. (2000). Narrative mediation: a new approach to conflict resolution. San Francisco: Jossey-Bass.
>303.6/9 21 LOC 0787941921 Includes bib ref and index 261 pp
>Conflict management; Mediation; Storytelling; Discourse analysis; Narrative

Yarn, Douglas H. (1999). Dictionary of Conflict Resolution. San Francisco: Jossey-Bass.
> Jossey-Bass

Conflict resolution education: a guide to implementing programs in schools, youth-serving organizations, and community and juvenile settings: program report. [1996?]. [Washington, D.C.]: US Dept. of Justice, Office of Justice Programs, Office of Juvenile Justice and Delinquency Prevention.
>J 32.8:ED 8 Free Library Schools
>Violence in children - Prevention; Conflict management; Mediation

Mediation program. [2001?]. Washington, DC: US Office of Special Counsel.
>MS 2.2:M 46 Free Library 1 sheet (8) p.
>United States. Office of Special Counsel; Dispute resolution (Law); Mediation

***

We're still in the section in our text on "Organizational Commitment and Turnover," but we're in a new sub-section: "Turnover Reconsidered."

"An interesting approach to turnover focuses on three possible responses to job dissatisfaction (Hirschman, 1970). Hirschman argues that people's activities during times of dissatisfaction can be the route by which management finds out about its failures. The first response to dissatisfaction is exit - members leave the organization or request transfers. The painful decision to withdraw or switch requires considerable effort and usually means the employee does not believe his situation will improve. The exit option is regarded as powerful. The second option, called the voice option, represents an attempt to change things rather than to escape. Appeals are usually made to higher authority as employees attempt to repair deteriorating conditions. The third response is loyalty, in which the employee confronted with deteriorating conditions does nothing, but rather suffers in silence, hoping things will get better.

A fourth response to deteriorating conditions has recently been identified: lax or neglectful behavior (Farrell, 1983). Temporary abandonment, just as full-fledged turnover, can be read by managers as a signal to look hard as the work situation." (p. 150-151)

In Vienna, the only option available was the first - to leave. None of the others would have been available (unless others were treated differently than I was in this regard). I'll take them in order.

Exit: Even exit wouldn't have been as easy as if a person had been in their homeland or if they were working for a regular employer. But because we were working with a Christian mission in a foreign country, there were logistics that limited how and when exit could happen. We were all supported financially by supporters (churches & individuals) back home and so anyone leaving the field before their preset term was over would have some explaining to do in to these people and groups. Also, leaving would most likely mean returning home, which would involve an international move and then having to find new work after returning home, and pastoral positions, for example, probably would mean another move to wherever the church was. It might be possible, of course, for an individual to just move directly to a new position after leaving the mission. But, as I mentioned above, this was really the only viable option for anyone with a disagreement of any substance with the mission.

Voice: Assuming the dissatisfaction is over something fairly significant, the mission was, as I've said before, not open to change, certainly not change coming from a single disgruntled employee. If you voiced your dissatisfaction I think it would be more likely that you'd face intensive efforts by the mission to reform you and possibly "quarantine" you (like what Norton might do to computer viruses) to minimize the risk of "infection" spreading to others in the mission, which could potentially be a major red alert security emergency.

Doing nothing: Because of the total submission policy, the expectation of virtually complete transparency and practically living as a communal body with the others of the mission, you would not get away with "doing nothing" for very long. Eventually they'd understand that something was rubbing you wrong and they'd try to figure it out, or, if that failed, they might "quarantine" you (like what Norton might do to computer viruses) to minimize the risk of "infection" spreading to others in the mission, which could potentially be a major red alert security emergency.

Lax or neglectful behavior: If doing nothing had the possibility of getting away with that response to dissatisfaction for a little while, lax or neglectful behavior would be found out much quicker. In my mind, however, this kind of response could be divided into two sub-groups, where one would be just plain losing interest in certain things, and the other would be more intentional along the lines of a strike "slow-down" which is a type of sabotage. If the first of these response options was the case, the mission might take a sort of counseling approach to you wondering if there was something on your mind, something bothering you or the like. However the second type of of response, if detected as such, would likely be treated as a major red alert security emergency and you'd be only about one step away from mission-induced exit from the organization.

Of course, my treatment of these 4 response types can't be taken in a vacuum, because there might be other variables involved that might affect how the mission responded. For example, if you'd already served 10 years with the mission all in good standing with it, then it's possible that the mission leadership might be more open to talking turkey with you about whatever is bothering you.

***

This is the last segment from this text and it follows immediately from the last piece.

"The most frequently investigated model of turnover is the Mobley (1977) model... It develops the following causal links: job dissatisfaction leads to thoughts about leaving, thoughts about leaving lead to intention to search for a new job, the probability of finding an acceptable job alternative leads to intention to quit, and intention to quit leads to turnover." (p. 151).

I'm going to respond to this text as it pertains to me personally in my experience with the mission. For me, my dissatisfaction didn't lead to anything - it just sat and festered and grew with each new confirmation that the mission and I were ill-matched. I think there were some things towards the end that others might have looked at as job seeking, but the only thing I remember thinking of in those terms was about a study program I learned about and considered. I visited the school, but that's about it. I did have contacts with someone from one other mission, and we took a vacation-type trip together, but I don't think at that point I was thinking about working with them. Later you'll see, however, that after I left Vienna I did have some contact with them in the States and did toy seriously the possibility at that time of working with them.

But if I never even took this first step past dissatisfaction (and I was very seriously dissatisfied - with a few temporary exceptions), why didn't I go farther with it down this cause-effect chain? I think the main over-riding reason for my staying with the mission was that I thought that if I left my options were about nil and it would be hard for me to trust another mission to Eastern Europe, especially after my experience of sending out all those questionnaires to missions to try to decide which one to go with and having several respond with various levels of outrage, distrust and suspicion to my very broadly worded questions (to allow for just enough information to make a career decision on it, without making the missions reveal details that might offend their sense of security because of the Eastern Europe political context). It was almost like I was paralyzed or something, not being able to accept the inevitable (that I would leave the mission in disgrace) and also not being able to initiate a departure from my end of the relationship. I doubt anyone who knew me through all this recognized this in me, though. But this really was something I was feeling and thinking at the time it was happening.

***

That's it for this post. I hope you enjoyed the bibliography.