Expert facilitators combine both diagnostic and intervention skills in eight domains: group development, goals, roles, communication, meeting management, decision making, problem solving, and conflict management. Most people can develop group facilitation skills. (SK)

The paper provides a simplified introduction to conflict theory through a series of in-class exercises. Conflict resolution, defined as negotiated settlement, can occur through three forms of communication: tacit, implicit, and explicit. Tacit communication, taking place without face-to-face or written interaction, refers to inferences made and…

Conflict almost necessarily results from change on the part of one or both participants in a relationship. Four levels at which interaction may lead to conflict are disagreement, misunderstanding, feeling misunderstood, and failure of realization of understanding. Conflict may take place when the issue is directly salient to one partner but only…

Argues that we are all fiction-makers/historians, that most failures of communication result from some willful or inadvertent but unknowing violation of the space and time we and others live in, and that most of our speaking is tribal talk. (EL)

Using video to communicate between two opposing groups lets each side work through the issue's emotional aspects and outlines possible solutions. (Author/JOW)

This discussion of the mentor/protege relationship in the library setting begins by examining the benefits of mentoring for both individuals and the organization. Characteristics of mentors, guidelines for self-assessment of strengths and weaknesses for a potential mentor, and protege characteristics that will attract a mentor are outlined.…

Many educational administrators feel seriously lacking in advocacy training. They want to be able to deal with disruptive conflicts and adversary situations with legislative bodies, parent groups, and executive agencies. When 19 school administrators were polled informally, they asked for advocacy training to help them acquire the skills of…

Discusses the advising and counseling process in terms of its growing importance to training in organizations, its successes and failures, the state of the art, and finally how one can develop the skill. (CSS)

Leadership behavior is classified under three dimensions: (1) management of self; (2) development of others; and (3) facilitation of organizational processes. (JOW)

Superintendents need to recognize the two realities that the school board has the ultimate power and that superintendents are appointed to serve a specific term. Offers six remedies to superintendents in the case of real conflict with the school board. (MLF)

This article offers suggestions to alumni affairs offices who are dealing with increasing numbers of outspoken or angry alumni. Advice includes responding promptly, listening carefully, getting the facts ahead of time, keeping alumni informed, and monitoring the hot spots. Examples of how various colleges and universities handle alumni complaints…

Intended to increase managers' awareness of sources of conflict involving subordinates, this article offers means for anticipating or identifying these conflicts and solutions for dealing with them. (Author/MLF)

Conflict is a basic social process; there is no conceivable way of removing all conflict from an organization. Interpersonal conflict, often created by interdependency of people and tasks within an organization, lowers staff morale and employee productivity and drives people away. Difficult employees who foster conflicts fall into five distinct…

First grade teachers detail how they successfully taught students assertiveness techniques for conflict resolution. Three times weekly, children learned to express themselves and take more responsibility for their behavior. Role playing was an important component. Teachers modeled assertive behavior, and parents were apprised of the situation so…

A detailed analysis of the structure, use, and effectiveness of the quality circles concept includes a school district case study and offers advice to school systems in labor relations trouble. The appendixes include a bibliography, two models, a resource guide, and a school district decision-making accountability chart. (MLF)