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The book is light on the specific techniques of mediation, but heavy on the approaches and thinking that an effective mediator requires. According to Kheel, a mediator's role is to bring negotiators together and to help two (or more) sides find an agreeable resolution to their disagreement. To do this, a mediator helps the sides define and frame the issues, agree on procedures for resolving the issues, and then talk through their positions and interests to find reasonably common ground. An effective mediator must "enjoy the confidence of both sides", remain neutral throughout the negotiations no matter what s/he believes to be right, and avoid making recommendations for resolution. On page 82, he offers the ten commandments for mediators (on page 48, he provides an equivalent list for negotiators, who try to get the best deal for their sides, and on page 96, he offers another set of commandments to arbitrators, who decide how a dispute should be resolved). The tenth mediator's commandment reads: "Bear in mind at all times that you are the friend of contesting adversaries. Give them no reason to share you as an enemy." This, among other pieces of seasoned advice, seems worthwhile to anyone who has the task of helping multiple parties move forward on a disagreement.
Typically, negotiations have a three stage life cycle. In stage one, the parties exchange demands; in stage two, they discuss them; and in stage three, they reach accord. Resolutions are usually most effectively found against, what Kheel calls, "the crunch" (a deadline), the point after which the parties have no control over what decision will be made. Without a deadline, parties will see little risk in coming to no decision. A mediator can help negotiations by either keeping the deadline in front of the parties or helping them find one, when none seem apparent. In the everyday workings of an organization, oftentimes a "crunch" is absent. Certainly, interventions in schools might be well-served by some creative thinking around a crunch point.
Chapter five, which describes the five roles of a mediator, serves as the book's fulcrum. These roles are useful intervention approaches for any facilitator. They are: (1) The housekeeper, who keeps track of the details (2) The ringmaster, who helps define, group, and prioritize issues (Kheel offers no techniques on how to do this) (3) The educator, who helps both sides understand the other, and tries to get them to walk in each other's shoes (4) The communicator, who serves as the intermediary and conveys messages accurately and directly, and (5) The innovator, who may offer suggestions for consideration. This chapter, like the others, is filled with stories of real world disputes, which make the book an interesting, if not a fun read. While Kheel holds back on the strategies needed to become an effective mediator, he provides plenty of practical wisdom, which might be helpful for anyone looking to improve their approach to conflict.

The book is light on the specific techniques of mediation, but heavy on the approaches and thinking that an effective mediator requires. According to Kheel, a mediator's role is to bring negotiators together and to help two (or more) sides find an agreeable resolution to their disagreement. To do this, a mediator helps the sides define and frame the issues, agree on procedures for resolving the issues, and then talk through their positions and interests to find reasonably common ground. An effective mediator must "enjoy the confidence of both sides", remain neutral throughout the negotiations no matter what s/he believes to be right, and avoid making recommendations for resolution. On page 82, he offers the ten commandments for mediators (on page 48, he provides an equivalent list for negotiators, who try to get the best deal for their side, and on page 96, he offers another set of commandments to arbitrators, who decide how a dispute should be resolved). The tenth mediator's commandment reads: "Bear in mind at all times that you are the friend of contesting adversaries. Give them no reason to share you as an enemy." This, among other pieces of seasoned advice, seems worthwhile to anyone who has the task of helping multiple parties move forward on a disagreement.
Typically, negotiations have a three stage life cycle. In stage one, the parties exchange demands; in stage two, they discuss them; and in stage three, they reach accord. Resolutions are usually most effectively found against, what Kheel calls, "the crunch" (a deadline), the point after which the parties have no control over what decision will be made. Without a deadline, parties will see little risk in coming to no decision. A mediator can help negotiations by either keeping the deadline in front of the parties or helping them find one, when none seem apparent. In the everyday workings of an organization, oftentimes a "crunch" is absent. Certainly, interventions in schools might be well-served by some creative thinking around a crunch point.
Chapter five, which describes the five roles of a mediator, serves as the book's fulcrum. These roles are useful intervention approaches for any facilitator. They are: (1) The housekeeper, who keeps track of the details (2) The ringmaster, who helps define, group, and prioritize issues (Kheel offers no techniques on how to do this) (3) The educator, who helps both sides understand the other, and tries to get them to walk in each other's shoes (4) The communicator, who serves as the intermediary and conveys messages accurately and directly, and (5) The innovator, who may offer suggestions for consideration. This chapter, like the others, is filled with stories of real world disputes, which make the book an interesting, if not a fun read. While Kheel holds back on the strategies needed to become an effective mediator, he provides plenty of practical wisdom, which might be helpful for anyone looking to improve their approach to conflict.


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Jan-Oliver Ohloff


The book's three authors (The George Washington University Business School, Georgetown Business School, and 20+ years High Yield Experience) have used their knowledge and connections to get the best information available

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The major flaw with this book is that the essays are of somewhat uneven interest level, style, and quality. Personally, for instance, I found the essay on the Mongols to be fascinating, sending chills down my spine! "D Day Fails" by Stephen Ambrose, on the other hand, didn't do much for me at all, nor did "Funeral in Berlin." In general, I would say that the essays covering earlier periods in human history tend to be better than ones covering more recent history. Possibly this is in part because the later periods have been covered to death. I mean, how many "counterfactuals" on the US Civil War can there be before we get sick of them? But a well-written, tightly-reasoned counterfactual which, based on events hundreds or even thousands of years ago, quite plausibly leads to a result where there is no Judaism, Christianity, or Islam, or Western culture at all, is absolutely fascinating in my opinion. If nothing else, books like "What If?" show how important CHANCE is in human history, as well as the importance of the INDIVIDUAL, as opposed to some Hegelian/Marxist-Leninist historical "inevitability." The bottom line is that it is rare that anything is truly "inevitable", and the aptly titled "What If?" gives us some excellent case studies.

MILITARY HISTORIANS IMAGINE WHAT MIGHT HAVE BEEN, edited
by Robert Cowley . . . I often speculate about lots of things, and so do the contributors to this book--including Stephen E. Ambrose, John Keegan, David McCollough, and James M. McPherson (to name just a few).
For example, what if:
George Washington had never made his miraculous escape
from the British on Long Island in the early dawn of August 29, 1776?
a Confederate aide hadn't accidentally lost General Robert E. Lee's plans for invading the North?
the Allied invasion on D Day had failed?
These and a whole host of other questions are considered . . . the resultant answers are often fun, but at the same time, sometimes frightening . . . as in, Hitler's case . . . had he not attacked Russia when he did, he might have moved into the Middle East and secured the oil supplies the Third Reich so badly needed, thus helping it retain its power in Europe . . . can you just imagine the present-day implications for that scenario?
If you're a history buff, this is a MUST read . . . but methinks
that others will enjoy it and become much more interested
in the subject as a result . . . I know that I'm now looking
forward to Coweley's follow-up effort, WHAT IF? 2.