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Edited by Melissa Zarda. See other bibliographies.
Contributors: Jennifer Higgins, Shaundra Goding,Cavit Kahya, Barbara Thompson, Darlene Surprenant, Utpal Parekh, Meredith Webster, Michele Barnas, Ana M. Cavanaugh, Ed Beaupre, Barbara Thompson, Deborah Fitzsimmons, Jennifer Lostowski, Catherine M. Politis, Cindy Sinclair, Sara Yandell, Esra Alagoz, Margaret Kozlowska-Misiorek, Carla Demers, Kirsten Elliot, Maria Angarita, Sal Titus, Scott Kosswig, Rebecca Pandolfo, John Byrne, Rebecca Pandolfo, Kate Ward, Nick Soumelidis

Copyright restriction: The contents of this bibliography may not be placed on other websites, but links from other websites may be directed to this page. Hardcopies of this page may be printed for academic purposes.

• Abdennur, A. (c1987). The conflict resolution syndrome: volunteerism, violence, and beyond. Ottawa, Canada: University of Ottawa Press.

In this study, the author investigates the conflict resolution as a personal adaptation. According to the author, there are three modes of conflict; confrontation, conflict reconciliation, and conflict avoidance. The third mode can be treated as a "personality typology" and has political and social implications. He argues that those conflict modes are persistent within personality and volunteers can be the sample group to be tested because they exhibit conflict avoidance behavior.

• Armstrong, Phillip M. "Georgia-Pacific's ADR Program: A Critical Review After 10 Years." Dispute Resolution Journal. May-Jul 2005. Vol. 60, Iss 2, Pg 18, 5pgs.

This article reviews the results of the implementation of an Alternate Dispute Resolution program that went into place 10 years ago at Georgia-Pacific. It explains the effect on the management of disputes as well as the costs associated with the ADR program. The article further discusses the areas of improvement, including management support and training. In addition, it explains how ADR programs are gaining popularity has participants are discovering more about the methods of ADR programs.

• Astor, H. (2005). Improving Dispute Resolution in Australian Universities: Options for the Future. Journal of Higher Education Policy and Management, 27(1), 49-65.

The article explores how Australian universities dispute to change how to spend the money more effectively like in research or teaching. Specific the impact of changing how and how can be more effective if it's spend in regarsearch or teaching, generate disputes. And explains what we know about disputes and how those are resolve base in three case studies. At last point explain how can improve the system, including alternative methods of dispute resolution.

• Barnes, B. 1999 Designing a Conflict Resolution System for the University of Hawaii System.

There has been an emergence of newer types of conflict resolution methods in Universities in North America. Methods include mediation, arbitration, ombudsman offices, campus judicial systems, peer counseling, and peer medication. The report correlates system wide comments, statistics, and trends to facilitate recommendations for a conflict management system at the University of Hawaii. The report analyzes each design of a possible dispute resolution system for the 10 campuses in Hawaii.

• Bendersky, C. (1998, October). Culture: The Missing Link in Dispute Systems Design. Negotiation Journal, 14(4), 307-311.

This article distinguishes between the evident dispute resolution processes of an organization and its embedded dispute resolution practices. The author provides an example of a failed dispute resolution system design and argues that culture is the primary factor contributing to the failure, citing differences between the evident and embedded dispute resolution practices of the organization. The article asserts that system design should reflect how individuals in the organization actually act.

• Bendersky, C. (2003). Organizational dispute resolution systems: A complementarities model. Academy of Management Review, 28(4), 643-656.

Base on organizational behavior and industrial relations theories, the review complement models by defining how components of the dispute resolution system interact. Participants might use any component for any conflict to manage the same conflict. As a final point discuss concerns about dispute resolution conflict and other additional research and practice.

• Bennett, S.C. (2005, Feb-Apr). The Arbitration Blame Game: Notes on Developing an Effective Corporate Arbitration Program. Dispute Resolution Journal, 60(1), 34-37.

This author argues that arbitration offers both benefits and disadvantages, but more importantly, that there is a middle ground for advocates on both ends of the spectrum to recognize. The author also asserts that companies and counsel need to develop a multi-step company dispute resolution program and outlines the framework of each step within the program.

• Bernardi, L.M., & Morrow, B. (1999, Spring). Resolving workplace disputes. The Canadian Manager, 24(1), 17-20.

This article discusses the benefits of implementing dispute resolution processes in the workplace, as well as implementing a system that specifically meets the goals of the organization. The article also provides guidelines surrounding critical components that every conflict resolution system design should possess. Lastly, the article includes tips to enhance the dispute resolution process for organizations that do not have a formal process in place.

• Bingham, L.B. (2004, Winter/Spring). Control Over Dispute-System Design and Mandatory Commercial Arbitration. Law & Contemporary Problems, 67(1/2), 221-251.

This article examines the design of dispute resolution systems and mandatory commercial arbitration in the U.S. It focuses on appropriate or alternative dispute resolution discussions related to the disputants' control over the process and outcome in a particular dispute, as well as mediator code of ethics and mediators' obligations not to coerce parties to agree to a particular settlement.

• Bingham, L.B. (2002, October). The Next Step: Research on How Dispute System Design Affects Function. Negotiation Journal, 18(4), 375-379.

This author argues that the field of dispute resolution is having trouble proving its case despite claims that ADR offers better solutions than conventional methods. The reason for this trouble is a lack of base-line data on the utility of both conventional and non-conventional dispute resolution methods. The author asserts that practitioners and researchers should work collaboratively with public and private sector establishments to incorporate systemized data collection and assessment into ADR procedure.

• Blackard, Kirk. (Feb-Apr 2001). Assessing workplace conflict resolution options. Dispute Resolution Journal.

This article explores various alternative dispute resolution approaches, aimed toward three levels of conflict severity and need for intervention. The author recommends that managers weigh the costs and benefits when selecting a technique. Benefits and costs are illustrated and identified through diagnostic questions to aid management in the decision of individual consideration.

• Boardman, S.K., Sandy, S.V. The peaceful kids conflict resolution program. International Journal of Conflict Management, 2000, Vol 11, Issue 4, pp 337-358.

The Peaceful Kids Early Childhood Social-Emotional (ECSEL) Conflict Resolution Program and curriculum was created to fulfill the need for a developmentally appropriate, theory-based approach to promoting social-emotional, cognitive, and conflict resolution skills' development in preschoolers. From Fall 1997 through Fall 1999, an evaluation of this program occurred in 18 classrooms in day care/Head Start centers. As predicted, children in the condition where both parents and day care staff were trained showed significant increases in assertiveness, cooperation, and self-control, and significant decreases in aggressiveness and socially withdrawn behavior. Parents receiving training showed significant reductions in authoritarian and permissive parenting styles and an increase in authoritative parenting style.

• Bordone, R. (1998). Electronic online dispute resolution: a systems approach-potential problems and a proposal. Harvard Negotiation Law Review, 3, 175-211.

This article reviews the use of conflict management systems design to settle Internet -based online disputes and conflict. Online dispute resolution has been focused on the traditional rights-based conflict resolution. However, this article describes a role that an interest-based, participatory model of dispute resolution can exist in the resolution of internet-based conflicts.

• Borsa, L., & Kabcenell, E. (2002). Diligence, Consistency, and Balance: Lessons for Conflict Management Systems Design Practitioners in Fostering Sustainable Change. The Canadian International Institute of Applied Negotiation.

The article will review the concept of conflict management systems and how they help to prevent, manage and resolve destructive conflict and ultimately foster healthier workplaces and work relations. As an integrated system approach which will seek to institutionalize interest-based approaches within the workplaces and business practices. These systems seek to provide individuals and groups with the knowledge and skills to work proactively and constructively in identifying possible conflict situations and preventing their escalation. Article will approach the three lessons of conflict: diligence, consistency, and balance.

• Brahm, E. & Ouellete, J. (2003). Designing new dispute resolution systems. Beyond Intractiblitiy.

The authors briefly describe interpersonal systems and then present means of idenditifing in effective systems of conflict resolution. In doing this they also help to identify means of replacing the ineffective systems with alternative systems. The authors work with dispute system design in relation to the United States and explore how techniques can be applied in other countries.
Brett, J. M., Goldberg, S. B., & Ury, W. L. (1988). Designing an Effective Dispute Resolution System. Negotiation Journal, (4(4), 413-431).
Annotation pending

• Brett, J. M., Goldberg, S. B., & Ury, W. L. (1998). Getting Disputes Resolved: Designing Systems to Cut the Costs of Conflict. New Jersey: Jossey-Bass.

Book will review guidelines for designing a dispute resolution system to handle conflicts effectively on an ongoing basis. The author explains how to diagnose and correct problems in an existing system or create and implement a new system where one does not exist. His four-phase process includes specific advice on involving adverse parties in diagnosing current problems, designing the system, and overcoming opposition to change. The result is a win-win formula for putting a system in place that contains the costs associated with conflict by addressing them as they arise.

• Brett, J., Goldberg, S., & Ury, W. (1990). Designing systems for resolving disputes in organizations. American Psychologist, 45(2), 162-170.

A dispute system propose organize from low to high cost sequence, work with the individuals to motivated them and introduce skills and resources and suggest changes that will facilitate resolve future conflicts. This article also discusses how to apply the principles of the dispute system inside the organization and between organizations conflicts.

• Brett, J. M. & Goldberg, S. B. (1991). Getting, Spending, and Losing Power in Dispute System Design. Negotiation Journal, (7(2), 119-121).

Annotation pending

• Brett, J. M., Goldberg, S. B. & Ury, W. L. (1994). Managing Conflict: The Strategy of Dispute System Design. Business Week Executive Briefing Service, ( Vol 6).

Annotation pending

• Brown, S., Cervenak, C., Fairman, D. Alternative Dispute Resolution Practitioners Guide. U.S. Agency for International Development (USAID). Center for Democracy and Governance.

This Guide is intended to provide an introduction to the broad range of systems that operate under the rubric of ADR. It is designed to explore and clarify the potential uses and benefits of ADR and the conditions under which ADR programs can succeed. It is written to help project designers decide whether and when to implement ADR programs in the context of rule of law assistance or other development initiatives. The Guide is also explicit about the limitations of ADR programs, especially where they may be ineffective or even counterproductive in serving some development goals.

• Budd, J. & Alexander, J. January 2005 Balancing Efficiency, Equity, and Voice in Workplace Resolution Procedures.

Systems for resolving disputes in the workplace are important to firms and employees. Procedures used in the past such as union grievance procedure or court-based systems have been criticized. The article determined dispute resolution procedures are more effective if efficiency, equity, and voice are part of the work place environment.

• Bui, T. X. and Shakun, M. F. (1996). Negotiation processes, evolutionary systems design, and NEGOTIATOR. Group Decision and Negotiation, 5 (4-6), 339-353.

The authors suggest that through the use of a conflict resolution framework, Evolutionary Systems Design (ESD), negotiators can be guided to their goals and judgments. This guidance enhances their chances of achieving a common solution. Computer mediation, through software called NEGOTIATOR, can be an effective means to implement this framework of multiattribute support systems.

• Burton, J. W. (c1987).Resolving deep-rooted conflict: a handbook. Lanham, MD: University Press of America.

This book discusses the nature of conflict and proposes procedures and rules for conflict resolution. By deep-rooted conflict, the author means the conflicts which involve not only interests but also "deep feelings, values and needs" of persons. First chapters illustrate how conflict resolution processes differ from bargaining and negotiation techniques both historically and terminologically. Following chapters focus on the rules and procedures of problem solving.

• Calmes, Selma Harrison Shusterich, Kurt M. (1992). Operating room management: what goes wrong and how to fix it - Clinical Services. Retrieved August 31, 2005.

Written for the healthcare industry but applicable to all industries, these authors examine how the long hours, personality conflicts and stress in the OR can lead to high levels of conflict. They contribute these issues to "logistical" and system design problems and look to management improve the situations through new system design programs. Many hospitals are examining ways to use new organizational systems design to decrease these inefficiencies.

• Carter, S. (1999). The importance of party buy-in in designing organizational conflict management systems. Mediation Quarterly, 17(1), 61-66.

This article explains the dispute resolution and conflict management systems as an effective alternative to manage conflict in organizations. It explores the value of party buy-in and implications on the effective application of dispute resolution system. Conclude that dispute resolution system increase the possibilities to reach an agreement and manage the organizational change.

• Cavenagh, T. D. (1999). Business Dispute Resolution: Best Practices in System Design and Case Management. Ohio: South-Western College/West.

This text closely examines the topics, issues and challenges surrounding specific companies that have endeavored to creatively address business dispute resolution. The companies examined span a broad spectrum of size and industries, illustrating enlightening real-life applications of business dispute resolution. This text will provide the reader through realistic examples and provides concise presentation of business dispute resolution.

• Cheung, S.O., & Yeung, Y.W. (1998, December). The effectiveness of the Dispute Resolution Advisor system: A critical appraisal. International Journal of Project Management, 16(6), 367-374.

This article addresses a new dispute resolution system, the Dispute Resolution Advisor system. This system has been designed and used by the Hong Kong Government Works Branch to meet the challenge of resolving disputes speedily at a site level. Characteristics of the system are discussed, including strict response time requirements, participant involvement, negotiation, and early selection and participation of the dispute resolution advisor.

• Cloke, K. (2001). Mediating Dangerously: The Frontiers of Conflict Resolution. New Jersey: Jossey-Bass.

This book shows conflict resolution professionals how to advance beyond the traditional steps, procedures, and techniques of mediation and to develop the system designs needed to unveil its invisible heart and soul and to reveal the subtle and sensitive engine that drives the process of personal and organizational transformation. This book will connect conflict mediation with spiritual growth. This book will become a guideline to changing the way you behave when you are in conflicts, or to help others that have conflicts.

• Combs, Deidre. (2004). The Way of Conflict: Elemental Wisdom for Resolving Disputes and Transcending Differences. Oakland, CA: New World Library.

This book integrates conflict skills found throughout the world's major religious and indigenous traditions with the latest scientific systems and theories to identify conflicts in personalities and offers paths through the chaos of conflict. It uses the cross-cultural metaphor of the four natural elements - earth, water, fire, and air - to identify the innate conflict personality types.

• Conbere, John P. (2001). Theory Building for Conflict Management System Design. Conflict Resolution Quarterly, Vol. 19, p215-236.

Criticizing why not any of the studies have done before just develop models for conflict management system, author is emphasizing the research for validating premises of the design. While using literary theories that have been establish before, it's been investigated in the article what is needed to validate the developing theory about organizational conflict management system design.

• Costantino, C.A. & Merchant C.S. (1996). Designing conflict management systems: A guide to creating productive and healthy organizations. San Francisco, CA: Jossey Bass.

This book offers step-by-step instructions for developing efficient and effective conflict management systems for all organizations. The book is written for employees wishing to take a proactive approach to dealing with workplace conflict. The book goes beyond implementation and discusses the do's and don'ts in systems design and implementation as it relates to training and corporate culture. The authors back their theories with three case studies from three different sectors of the workforce.

• Costantino,C.A., (1996). Using interest-based techniques to design conflict management systems, Negotiation Journal, 12, 207-215.

This article describes how a consultant would help an organization design a conflict management system by using interest-based techniques. The author states that there are six tasks that are needed to ensure that the right kind of conflict management system is created: contracting with key leadership and other stakeholders in the organization, conducting a full organizational assessment, choosing the right resolution framework, training and educating the employees, implementing the system that is created, and, creating the best evaluation method for that system. Each task is critical to the success of the conflict management system that is created. The authors states that the stakeholders should have a voice in the system and need to be educated along the way as to the benefits of using a conflict management system. The article has an overview of how to choose and implement an ADR (Appropriate Dispute Resolution) as well as ways to market a program.

• Cronin-Harris, C. (1996). Symposium on Business Dispute Resolution: ADR and Beyond: Mainstreaming: Systematizing Corporate Use of ADR. Albany Law Review (1996).

Cronin-Harris discusses developing an optimal dispute resolution system that includes encouragement of regular or systematic use of available resolution mechanisms. The article concentrates on the methods that corporations are using to systematize ADR, also known as "mainstreaming." The design points to three phases or stages of this corporate mainstreaming. Once this design is properly implemented, ADR will continue in its path toward institutionalization.

• Cutcher-Gershenfeld, J. & Kochan, T. A. (1997). Dispute Resolution and Team-Based Work Systems. In S. E. Gleason (ed.) Workplace Dispute Resolution: Directions for the Twenty-First Century. East Lansing: Michigan State University Press, pp 107-127.

This book includes a collection of articles written by international experts in the fields of mediation, communication and management. The articles address; unions, foreign dispute resolution procedures, negotiation issues, the employees' perspective toward dispute resolution, as well as the characteristics of the interdependent relationships in choosing dispute resolution methods. The book is not a step-by-step manual for conflict management system implementation, but a diverse look into the workplace dispute resolution environment.

• Davies, Kent R. (June 2004). Peace talks: workplace conflict will impact your business if you don't know how to deal with it. Dealernews.

This article describes the consequences of conflict when it is not managed effectively in an organization. The author recommends some coping strategies that focus on long-term solutions. A list of warnings that signal the potential and/or existence of conflict in the workplace is also provided. Another tool suggested is the practice of effective listening.

• Deutsch, M., & Coleman P. T. (eds.) (c2000).The handbook of conflict resolution: theory and practice. San Francisco: Jossey-Bass.

This handbook brings together the articles of various writers under one umbrella. The book itself mainly presents the theoretical foundation of conflict resolution while the last chapters illustrate the methods for practice. In addition to theoretical and practical ideas, the book gives the implications of these ideas for both understanding and managing the conflict.

• Dispute system Design, International Online Training Program on Intractable Conflict.

This article gives a brief description of dispute resolution systems. The author gives an over view of the different kinds of disputes and refers to a book Getting Disputes Resolved, to back up the classification of disputes. The author states that some disputes are routine, they can be handled similarly over and over. A good system though will have a hierarchy of dispute resolution mechanisms. Depending on the type of dispute, whether or not it can be negotiated or if it is a right based dispute.

• Domenici, K. & Littlejohn, S. W. (2000) Engaging Communication in Conflict: Systemic Practice. Thousand Oaks. SAGE.

This book discusses numerous methods and principles in conflict resolution. The authors explore transformative mediation, the team mediation system, assessment and evaluation, systemic design, gaming methodology, issue framing and public deliberation, study circles, dialogue groups, and many other interventions. These methods and principles are adapted from a spectrum of theory and practice and include fresh and innovative approaches designed by the authors and their colleagues.

• Fang, L., Hipel, K. W. & Kilgour, D. M. (1993) Interactive decision making: the graph model for conflict resolution. San Francisco. Wiley, John & Sons

The graph model approach to conflict resolution is a flexible tool for use in strategic management within a competitive environment. Developed over an eight-year period by three of Canada's most distinguished systems design theorists, it is a mathematically rigorous, comprehensive approach to the study and resolution of real-world disputes. Interactive Decision Making is a careful, detailed, and systematic articulation of the theory and practice of the graph model approach.

• Firestone, G & Weinstein, J. (2004). In the Best Interests of Children: A Proposal to Transform the Adversarial System. Family Court Review, 42(2), 203-215.

The article investigates why the adversarial system, rights-based model is frequently unsuccessful to the best interest of children and families in court compare to other methods of dispute solution. Therefore present a review literature on dispute resolution system design and introduce a new way to serve the best interest of children.

• Ford, J. Summer (2004). The Journal for Quality & Participation, Integrating the Internet into Conflict Management Systems.

In this article the author makes some points on how Internet and email usage has added to conflict. He is also sighting his opinion to several articles about interactions using email and Internet. The one report he pays particular attention to is on implementing conflict management systems utilizing the Internet. The author notes a couple of organizations that utilize an online system to address conflicts with their employees and their customers.

• Ford, John. (2003). Organizational Conflict Management- What's a System?

This article cites several conflict management experts who use and attempt to define the term, system. Rather than superficially defining system in this context, the author acknowledges its existence and addresses the required elements of the system to be considered integrated. The impact of the system will be observed in the organization's productivity and employee morale.

• Frings, Christopher S.(2004)Addressing management issues: use systems to manage daily operations. Medical laboratory Observer.

Time management in the workplace is great resource for employees to help manage their daily activities. This article suggests that the "systemization" of simple daily activities within the office helps create routines which reduce conflict. For example just a few of the benefits of routines include, increased focus and comfort on individual employees tasks, the reduction in reliance on managerial decision making, and the establishment of an integrated office system all of which create a system within the office which reduces conflict and increases work efficiency.

• Gerardi, D.S., Morrison, V. Manage conflict creatively. Critical Care Nurse, February, 2005.

Learning to resolve conflict involves creating community. By focusing on what is meaningful and important to us, we can find ways to re-engage people and work together to manage conflict and develop creative solutions to complex problems. To build community and connection, we must build in an expectation of how we work together. We must pay attention to our working relationships in addition to our work tasks. How we work together is as important as what we have to accomplish. Poor working relationships contribute to operational and social hassles, which can diminish the time needed to form relationships with patients, families, and peers. One study showed that nurses spend an average of 6 hours a day just managing hassles. We can use mediation techniques to better develop our working relationships and to navigate difficult conversations under the constraints we work within.

• Goldberg, S. B and Brett, J. M. Getting, Spending, and Losing Power in Dispute System Design. Negotiation Journal, 1991, 7(2), 119-121.

Annotation pending

• Goldberg, S. B and Brett, J. M., and Ury, W. L. Designing an Effective Dispute Resolution System. Negotiation Journal, 1988, 4(4), 413-431.

Annotation pending

• Goldsmith, Barton. (Nov-Dec 2003). Conflict resolution in the workplace - management moment. Office Solutions.

This article shows The Phelps Group's practices as an example of a simple conflict resolution procedure. The method involves communication between the parties with 10 key questions addressed before the conflict rises to a higher level. The author provides tips on how to present the problem to the other person and begin toward rectifying the issues.

• Harper, Gary. (2004). The Joy Of Conflict Resolution: Transforming Victims, Villains And Heroes In The Workplace And At Home. Gabriola Island, BC: New Society Publishers.

Conflict through the eyes of victims, villains and heroes in the workplace. These are the most popular roles workers assume. The author offers a journey from confrontation to collaboration in search of conflict resolution. The roles we play but don't want to play should be used to leverage the way out of conflicting situations.

• Hartley, Roger E., Alternative Dispute Resolution in Civil Justice Systems (American Legal Institutions). LFG Scholarly Publishing, 2002.

This work inspects alternative dispute resolution systems in a Georgia court system. It examines the use of mediation methods to speed up cases and reach settlements. It researches the behavior of individuals in using alternative dispute resolution techniques.

• Hasson, R. H., & Slaikeu, K. A. (1998). Controlling the Costs of Conflict: How to Design a System for Your Organization. New Jersey: Jossey-Bass.

In an increasingly collaborative business environment, continued success often depends on the ability of individuals, teams, and organizations with mutual interests to work smoothly together. But as any manager knows, things do not always go as planned. When the inevitable conflict arises, many companies resort to power plays, rush to litigation, or simply choose to ignore the problem-options that can cost a company dearly in more ways than one. Those costs can often be avoided, however, with the establishment of systems that promote collaboration and stop disagreements from becoming expensive disputes. Here, two experts offer four guiding principles for doing just that. Written for non-experts in jargon-free language, Controlling the Costs of Conflict shows readers how to build the kinds of policies, procedures, and practices that can cut up to 80 percent of related legal expenses, slow turnover, strengthen long-term business relationships, reduce stress, and promote the success of an organization's mission. Its clear and simple approach translates advanced concepts into practical how-tos, illustrating key points with real-world examples. From choosing the best resolution option to early intervention to fostering collaborative strength, the guidelines found here apply equally to businesses, public agencies, religious institutions, schools, neighborhood associations, even nations. These principles will help organizations diagnose the weaknesses in their existing systems or build from scratch new systems that have the power to reduce the monetary, strategic, and emotional costs of conflict.

• Hicks, Tim. (2000). Steps for Setting Up an Effective Conflict Management System.

This article outlines the purpose and principles of a conflict management system in a corporation. The author further distinguishes the components for an effective system from a basic system design. When the system designer understands and addresses these concepts, the outcome for employees, which translates into lower costs for the corporation, will be more favorable.

• Hogan, Christine. (2003). Practical Facilitation: A Toolkit of Techniques. London, UK: Kogan Page.

For new and experienced facilitators, managers, consultants, staff developers, innovators, social and community workers and students, this essential toolkit provides coverage of practical, innovative facilitation techniques from around the world. Cross-cultural approaches to managing inappropriate behavior and difficult situations, facilitating cross cultural groups and diversity issues, uses of music, storytelling, metaphors, visual techniques and outdoor learning processes for community participation and restorative justice.

• Holbrook, Jim. (2005). A Checklist for Designing Dispute Resolution Systems for Organizations.

The author has assigned four categories for designing a dispute resolution system. The following are the four parts: Determine the organization's current conflict management culture, Establish a current dispute resolution baseline, Establish dispute resolution system design criteria, and Implement the new dispute resolution system. The author offers suggestions for each category.

• Isenhart, M., & Spangle, M. (2000). Collaborative Approaches to Resolving Conflict. Thousand Oaks, CA: Sage Publications, Inc.

The authors take an in depth view of conflict covered through several theories. Different approaches on resolving conflict such as negotiation, mediation, facilitators, arbitration, and the judicial process are discussed in detail. The authors also include chapters about dispute system design with models and the use of ombudsperson. They also expand upon the success of resolving conflict by including details regarding proper education and training. Examples of conflict resolution methods and interviews with well-known practitioners enhance the pages with further information.

• Jameson, Jessica K. (1999). Toward a comprehensive model for the assessment and management of intra-organizational conflict: Developing the framework. International Journal of Conflict Management, 10 (3), 268-294.

Jameson discusses the need to develop a model for the assessment and management of intra-organizational conflict. Her model would assist employees, managers, HR practitioners and external service providers in selecting appropriate conflict management strategies. She suggests that a "contingency-based model" must account for characteristics of the conflict, desired outcomes of the participants and awareness of available conflict management strategies.

• Janis, M. (2002). Is Your Alternative Dispute Resolution System a Flea-Dip? New York State Bar Association's Labor & Employment Law Newsletter, Spring 2002 ed. Retrieved from the Web August 28, 2005. www.mediate.com

The success of an Alternative Dispute Resolution (ADR) Program is dependent on the employees' choice to actively participate and willingness to change their behavior. Change must occur at both the transactional level and the transformational level in order to be successful. This article discusses ten ways in which change must take place in order to enhance the longevity of an organization's ADR program.

• Jones, T.S. (2005). Conflict resolution education: Goals, models, benefits and implementation. National Center on Dispute Resolution (2000). Greenbelt, MD: National Center on Dispute Resolution.

Tricia Jones provides the insight to the conflict resolution education programs that has become part of our system started by the National Association for Mediation in Education, which later merged with the National Institute for Dispute Resolution. She provides a description of the conflict resolution education (CRE) program's components, the essential skills and abilities necessary, and the goals to be achieved. Specific implementation guidelines are included. She also reflects on the proven benefits resulting from the CRE program.

• Kahn, L. S. (1998). Peacemaking: a systems approach to conflict management. Washington D.C. University Press of America.

Peacemaking is the activity which transforms the energy of conflict into the energy of cooperative achievement. A peacemaker is a third party consultant who helps people in conflict discover shared solutions where all sides feel like a winner. Peacemaking presents technologies, psychology, theories and application of conflict management activities. The key elements are: face-to-face dialogue, the analysis of conflict and shared solutions, the use of third party facilitators, feedback about group dynamics, clear conference design and systems thinking. The authors provide a proven collaborative model designed to recognize conflict within an organization, manage that conflict, and then turn the conflict into a creative resolution. Their unique approach is to focus on the conflict as the oxygen to creativity resulting in solving the conflict and improving productivity among the workers.

• Klein, Mark. (1991). Supporting Conflict Resolution in Cooperative Design Systems. IEEE Transactions on Systems, Man and Cybernetics, (Volume 21, Number 6).

This paper presents an implemented computational model, based on studies of human cooperative design, for supporting the resolution of such conflicts. This paper illustrates the conflict resolution model and provides examples of its operation from an implemented cooperative design system for local area network design that uses machine based design agents. Also being discussed is how this model is being extended to learn from collaboration of human design agents.

• Landau, S., Landau, B., & Landau, D. (2001). From conflict to creativity: How resolving workplace disagreements can inspire innovation and productivity. Philadelphia, PA: Jossey-Bass.

This article presents an extensive review of the literature regarding conflict management and strategies. Through this review the author develops a theoretical model or system for conflict resolution. This model is based on an understanding of the dimensions of conflict and the desired outcomes to select the appropriate management strategy.

• Levine, Stewart (1998). Getting to resolution. The Many Costs of Conflict.

The cost of conflict represents a resource drain of huge proportion and a source of great unhappiness and discomfort, writes Levine. Corporations are spending excessive amounts of time and money dealing with, defending and settling conflict driven cases. Levine has broken down the costs of conflict into four basic parts: (1) Direct Costs, such as lawyer fees and court fees; (2) Productivity Costs, the value of lost time and the opportunity costs of the people involved in dealing with the conflicts; (3) Continuity Costs, which represent the loss of relationships and the community feeling; and (4) Emotional Costs, which represent the pain of focusing on and being held hostage by our emotions. He concludes that we must all, both professionally and personally, evaluate the costs related to our conflicts, and how we might better manage these issues in the future to avoid the burden of unnecessary costs.

• Linden, J. (2005). The conflict resolution toolbox. Hoboken, NJ: Wiley Publishing.

This book reviews a new structured approach to dispute resolution. This approach encompasses two significant principles including diagnosing conflict and using diagnostic models to provide direction toward resolution. The author describes tools for a mediator to develop models with data sets and an information grid that will aid in diagnosing the conflict, including the true underlying issue. In addition, the author presents eight different models in assisting the mediator to a find direction toward successful mediation.

• Lipsky, D. B., Fincher, R., & Seeber, R. L. (2003). Emerging Systems for Managing Workplace Conflict: Lessons from American Corporations for Managers and Dispute Resolution Professionals. New Jersey: Jossey-Bass.

This book presents illustrative real-life examples as well as cutting-edge methods and tools for integrating systems of dispute resolution into standard corporate procedures. This vital resource investigates the systems organizations have developed to manage common and costly workplace conflicts involving supervisor-employee relationships; race, age, and gender discrimination complaints; sexual harassment; occupational safety and health; reasonable accommodation of the disabled; and wrongful termination as well as other problems stemming from governmental regulations and court actions. Drawing on the authors' vast research and frontline experience with a wide variety of corporations and organizations, this important book examines successful responses to universal workplace problems and conflicts. In addition, the book is filled with illuminating case examples and stories from organizations, such as Brown and Root, Kaufman and Broad, Warner Brothers, Universal-Studios, Kaiser Permanente, the United States Postal Service, Johnson & Johnson, Shell, Prudential, and others, that have instituted systems of dispute resolution in response to ongoing destructive conflict, expensive litigation, and crippling settlements. This book offers an enormously useful approach for the application of the most up-to-date systems of organizational conflict resolution and shows how this approach can work in specific situations to save time and money.

• Lipsky, D. & Seeber, R. 2004 Workplace dispute Resolution Systems.

Increasing numbers of corporations are seeking alternate forms of conflict resolution other then ADR. It is called "integrated conflict management systems". In this research paper, the following concepts are examined; the concept of an integrated conflict management system, present conflict management strategies used by corporations, and the factors that account for the evolution of corporate conflict management strategies from traditional strategies.

• Lynch, J.F. (2001). Beyond ADR: A Systems Approach to Conflict Management. Negotiation Journal, July 2001; v17, i3, pg. 207; ABI/INFORM Global.

This article discusses an integrated conflict management system that includes power based, interest based and rights based resolution processes. This system allows a person to choose from multiple options when resolving and managing conflicts, which would help teach people in an organization how to resolve their own conflicts. The author states that there is usually an impetus for an organization to create an integrated conflict management system such as a compliance issue, crisis, rising cost of conflict, competition or a cultural shift. Using an integrated system allows an organization to move from resolving conflicts on a case-by-case basis to creating a conflict competency within the organization.

• Lynch, J. (2004). Innovations in Integrated Conflict Management System: Dispute Resolution Models. Mediate.

This article discusses two components of Integrated Conflict Management System (ICMS) dispute resolution models. The first component includes an updated model that encompasses many access points, choices, and assurances to ensure disputes are effectively resolved and lasting solutions are accomplished. The other component of ICMS is the development of an organizational culture that will foster and support an environment where employees will feel comfortable in raising their issue and concerns and feel that they will be heard within reasonable parameters. The author describes the implementation of the updated model in the Canadian government and the Transportation Security Administration.

• Lynch, J. (2003). Integrated conflict management programs emerge as an organization development strategy. Alternatives to the High Cost of Litigation, 21, 99-104,113.

This article reviews the growing use of alternative dispute resolution within American corporations. The author reviews the common approaches to conflict management used within organizations including powered-based, rights based, and interest based designs. However, the article supports the development of an integrated conflict management design, a systems based approach, and the characteristics of its successful design.
Lynch, Q.C., J. (1997). Labour Management System Design - The RCMPExperience. Canadian Arbitration and Mediation Journal, (Vol 6, No. 1, 7-9).
Annotation pending
Manring, N. J. (1993). Dispute System Design and the U.S. Forest Service. Negotiation Journal, (9(1), 13-21).
Annotation pending

• Mareschal, P. (2005). What Makes Mediation Work? Mediators' Perspectives on Resolving Disputes. Industrial Relations, 44(3), 509-517.

This study describes how mediators' perspectives can achieve conflict resolution. The results report if mediator is collaborative oriented of the disputants, they might resolve the conflict successfully. But if the relation is hostile, the possibilities increase to fail in the agreement. As well as other research mediator strategies were not related to make the deal.

• Masters, M.F. & Albright, R.R. (2002). The Complete Guide to Conflict Resolution in the Workplace. American Management Association.

This book provides a comprehensive manual on conflict management from understanding and analyzing conflict, through alternative resolution methods including; negotiation, mediation, and arbitration, to the practicalities of implementing a conflict management system. A separate section of this book specifically addresses workplace violence, EEO, unions and international issues. Additional aids include checklists, case studies, exercises, as well as a simulation of an EEO mediation.

• Mayer, Bernard S. (2000). The Dynamics of Conflict Resolution: A Practitioner's Guide. Indianapolis, IN: Jossey-Bass.

The book speaks to the concerns that have been raised about social justice, power, culture, and the nature of mediation. It starts with the definition of conflict and how people shy away from directly facing it. The author provides historical perspective to understanding modern conflict which is often lacking in other publications.

• Mazadoorian, H.N. (1999). Building an ADR program: What works, what doesn't. Business Law Today (Vol. 8, no. 4, pp. 37-40). Chicago, IL: American Bar Association Business Law Section.

The author briefly discusses the failures of alternative dispute resolution (ADR) programs by providing a list of questions that should be addressed prior to drafting an ADR program. He includes guidelines for the design phase and points out the pitfalls of the implementation phase. His suggestions for "best practices" helps to define the core of the ADR program as he makes it essential for the reader to understand the concept of the program and its purpose that it may not be designed to resolve all conflicts.

• McDowell, D. S. (1993). Alternative Dispute Resolution Techniques: Options and Guidelines to Meet Your Company's Needs. Washington D.C.: Employment Policy Foundation.

Annotation pending

• Meyer, J., Irving, P. & Gemmell, J.Evaluating the Management of Interpersonal Conflict in Organizations: A Factor-Analytic Study of Outcome Criteria. Revue Canadienne des Sciences de l'Administration/Canadian Journal of Administrative Sciences, 14(1), 1-13.

Through evaluating the managerial intervention the study identify the dimension of the outcomes. The study analyzes how undergraduate students in organizational psychology rated six interventions models. The results present three bipolar factors: system vs. individual goal attainment, subordinate satisfaction vs. efficiency, and smoothing vs. permanence. The information leads to develop a normative model of conflict management.

• Miller, M., Wax, D. Instilling a mediation-based conflict resolution culture - Conflict Management. Physician Executive, July-August, 1999.

The health care industry is in the throes of unprecedented change. Conflict thrives and grows in the increasingly competitive and uncertain operating environment. Conflict impacts health care organizations' performance in three arenas: (I) patient grievances and health plan member disputes; (2) internal employee and management disputes; and (3) payer, provider, and vendor, disputes. In all these areas, "Grief Budgets" detract from an organization's health mission and erode its bottom line much more than is commonly recognized.

• Moreno, E. (2004). A Workplace Dispute Resolution Systems Creates a Winning Team. Retrieved from the Web August 27, 2005. www.mediate.com

This article discusses the importance of involving the entire human resource system (i.e. managers, supervisors, individual contributors, etc) in the dispute resolution system. The article also discusses the differences between conflict management systems in small companies versus larger ones. According to the author, large companies of 100+ employees can take lessons from smaller companies by looking at how their resolution systems function in areas such as what employees participate (all of them), when they participate, how the system fits into the work environment and monetary costs associated with the system.

• Murray, J. S. (1989). Designing a Disputing System for Central City and its Schools. Negotiation Journal, (3(4), 365-372).

Annotation pending

• Murray, J. S. (1990). Dispute Systems Design, Power, and Prevention. Negotiation Journal, 4(1), 105-108.

This article summarizes discussions held at the Washington dispute systems design conference in 1990. The attendees brought their varied experience to the conference, and differed on the definitions of practice, responsibility toward power balances, and the significance of dispute prevention.

• Nabatchi, T. (2004). Game theory and dispute system design: Making mediation a dominant strategy in the U.S Postal Service. Social Science Research Network,

This paper explores the current method of employment mediation used by the U.S Postal Service (USPS) and demonstrates how game theory could be used during the diagnosis and development stages of dispute system design. The author demonstrates how specific elements of the dispute system used by the USPS were able to change the dominant method of conflict resolution to mediation, not litigation.

• Noble, C. (2002). Options in conflict management system design.

This brief article describes a technique of conflict management called Conflict Coaching. This technique is a means of improving interpersonal communication and helps people to prevent conflict. The benefits of utilizing conflict coaching from the perspective of the organization and individual are described.

• Oullett, J. (2003). Designing new dispute resolution systems. Beyondintractability.

This article discusses the downfall of ineffective dispute resolution systems and how more effective system designs can be implemented. Poor system designs include trying to eliminate dissent or encouraging constant cooperation. A more effective system supports these two factors, as essential to a successful conflict resolution design. The author also reviews the use of a system-wide design by countries that are in the process of adopting a democratic form of government. Interestingly enough, conflict is at heart of a democracy; however, it needs to be directed in a positive and creative manner.

• Nolan-Haley, Jacqueline M., Alternative Dispute Resolution in a Nutshell. West Publishing Company (2nd edition), 2001.

This book imparts alternative dispute resolution systems and techniques that go beyond a canned system. It emphasizes an understanding of the components of conflict resolution and presents a wide variety of options and alternatives in dealing with these different components. This book also discusses the use of ADR as one method.

• Pape,T., March (1999) A Systems Approach to Resolving OR Conflict - operating room, Aorn Journal.

This article is about conflict resolution in the health care industry. The author briefly goes over the fact that conflict is inevitable and the goal for resolution is not to eliminate conflict. She outlines some steps that should be taken when designing a system to deal with conflict when it occurs. The benefits of having a system in place to deal with conflict when it occurs are also mentioned.

• Phillips, F. P. (2004). Ten ways to sabotage dispute management: read between the lines to learn what it takes to run a successful program. HR Magazine.

Today's employers are recognizing more than ever the importance of dispute management. After all, fixing the problem early is a lot more cost effective, then fixing later when lawyers are involved. Despite the fact that resources on the subject are plentiful to implement a successful program, businesses still manage to fall flat on their faces. The article outlines the top ten common mistakes employers make with their dispute resolution programs.

• Ramey, R. & Watson, J. (1999). Contractual Intermediaries. Cowles Foundation, Yale University, Cowles Foundation Discussion Papers, 38.

An analysis of the paper indicates that the use of third part party intermediaries helps to resolve disputes by settlements, which avoid costly lawsuits and attorney fees. They mention court's arbitrators and contracting agents. Resolutions of the problems are optimized and systems are placed in such a way that expenses are less.

• Reilly, Therese M., MacKenzie, Deborah L., and Stendardo, Vince. ADR for Business: Designing Alternative Dispute Resolution Systems in the Corporate Environment. CCH Canadian Limited, 1999.

This work provides valuable information for corporations about the benefits of alternative conflict resolution techniques and the ADR process in corporate environments. It is a practical guide to the process of conflict management system design and discusses useful tools in analysis and implementation of these systems within the business structure.

• Reuben, R.C. (2005). Democracy and Dispute Resolution: Systems Design and the New Workplace. 2005 Harvard Negotiation Law Review (Spring 2005).

Reuben discusses the changing workplace environment and how to put together a systems design of corporate dispute resolution programs for more progressive new workplace companies. He urges that a system be developed with fundamental values of democratic governance and autonomy. A focus on the democratic character of the two primary methods of Alternative Dispute Resolution, arbitration and mediation will be discussed. Lastly, a discussion on mediation as a consensual process.

• Robinson, P., Pearlstein, A., & Mayer, B. (2005). DYADS: Encouraging "dynamic adaptive dispute systems" in the organized workplace. Harvard Negiotation Law Review, 10, 339-381.
  
  This article reviews a system design approach to dispute resolution termed Dynamic Adaptive Dispute Systems (DyADS) within an organized workforce. Although most conflict resolution systems are conventionally found within non-organized workforces, the authors suggest that DyADS can play a role within a unionized workforce, specifically in those areas that are not addressed by collective bargaining systems such as individual conflicts. The article describes the minimum characteristics that should be included in a dispute resolution program as well as the steps needed to build an effective program within an organized workplace.
  

• Rowe, M. 1999 Dispute Resolution in the Nonunion Environment: An Evolution Toward Integrated Systems for Conflict Management?

Dispute resolution within the nonunion workplace has varied greatly in the workplace. Companies may not have a system at all or just for specific circumstances such as sexual harassment or formal grievances. Many use ADR and only at the very end of the grievance. This article describes the designing of an effective integrated conflict management system. The system provides "problem solving" and the idea of teaching managers and teammates how to negotiate their differences to settle conflicts.

• Ross, S., Fang, L. & Hipel, K.W. (2002).A case-based reasoning system for conflict resolution: design and implementation. Engineering Applications of Artificial Intelligence, Vol. 15, p369(15)

Article presents a computer aided case based conflict resolution system. The computer system allows users to receive real time feedback in a conflict scenario. The article explains architecture of the GMCRCBR computer system and cases that were used to model the system.

• Rowe, M. P. (1997). Dispute Resolution in the non-union environment: An evolution toward integrated systems for conflict management? In S. E. Gleason (ed.) Workplace Dispute Resolution: Directions for the Twenty-First Century (pp 79-100). East Lansing: Michigan State University Press.

This chapter focuses on the changing focus of employers from formal dispute resolution systems outside of the workplace to internal "appropriate dispute resolution" (ADR) mechanisms, such as mediation and arbitration. The impetus for this change over the last thirty years appears to be the increasing awareness by employers of the costs of conflict.

• Rule, Colin. Online Dispute Resolution for Business: B2B, Ecommerce, Consumer, Employment, Insurance, and other Commercial Conflicts. Jossey-Bass (1st edition), 2001.

This work examines the use of dispute resolution techniques in online dispute resolution. The work examines how online dispute resolution can save time and money. It offers suggestions and approaches to resolving conflicts online. Given the challenge of Ecommerce and the future of online business this book gives insights into dispute resolution online.

• Skjorshammer, Morten. (2001). Conflict Management in a hospital - Designing processing structures and intervention methods. Journal of Management in Medicine, 15 (2), 156.

This is a case study describing the development, structure and operation of a conflict management system used in a Norwegian city hospital. The model was created to strengthen the management skills of clinical leaders. The new system includes procedures for managers and professionals to process disputes that interfere with the business of the hospital. This process was framed according to an action research approach.

• Slabbert, A. (2002). Managerial Modes of Conflict Resolution in the Banking Industry. South African Journal of Economic and a Management Sciences, 5(1), 258-70.

A recognize instrument to review conflict management style is the Thomas Killman Conflict Mode Instrument. It uses two considerations, assertiveness and cooperation that have five different styles: avoiding, competing, collaborating, accommodating and compromising. Compare senior and junior managers in the banking industry. The results report that seniors use assertive styles, while junior prefer avoiding style. The information is discussed and creates some recommendations.

• Slaikeu, Karl & Hasson, Ralph H. (1998). Controlling the Costs of Conflict : How to Design a System for Your Organization. San Francisco, CA: Jossey-Bass.

The book guides management with suggestions on how to set up policies, procedures, and practices that reduce the cost of conflict by prevention and effective management. Checklists and best practices are included to aid the design and assess any weaknesses of the system. The reader is guided through implementation and organizational fulfillment.

• Slotnick, R. (2000). Resolving arguments by design. American Scientist, 88(4), 315.

Can computers mediate between humans? Engineers at Purdue University develop a program called Facility Design Language-Conflict Resolution (FDL-CR) providing steps to achieve a successful conflict resolution by presenting its own view of solution. The program also recommends include other mediators if it is necessary, but if everything fail the final propose is resolve it by arbitration.

• Solstad, K. (1999). The role of the neutral in intra-organizational mediation: In support of active neutrality. Mediation Quarterly, 17(1), 67-81.

This article focuses on the neutrality role of mediator in the dispute resolution system. The possible power of mediator can intimidate the participants and reduce the possibilities to participate in the dynamics of the organization. Therefore the model of active neutrality is highly recommended to promote voice of the individuals in the organization.

• Stitt, A. J. (1998). Alternative Dispute Resolution for Organizations: How to Design a System for Effective Conflict Resolution. John Wiley & Sons.

Alternative Dispute Resolution (ADR) system design is a rapidly growing field, due to its popularity as an alternative to long and expensive lawsuits. This book is for people who work within organizations and are involved in disputes themselves, or for people who are required to deal with or resolve disputes. This reference will provide a very useful contribution to making alternative dispute resolution systems design concepts much better understood within business organizations. In particular, the checklists provide helpful frameworks for designing ADR systems within organizations.

• Tawfik, J.M. & Foroughi, A. (1989). Negotiation Support Systems: An overview of design issues and existing software. Decision Support Systems, 5(2), 167-182.

This article discusses the design of existing negotiation support systems (NSS) computer based tools designed to assist in negotiation. Discussions about current capabilities of NSS include decision trees, risk analysis, forecast methodology, etc. The article discusses the differences in hard and soft negotiations and the negotiation structures that must be identified before applying a negotiation support system.

• Ury, W. L., Brett, J. M., & Goldberg, S. B. (1988). Getting disputes resolved: designing systems to cut the costs of conflict. San Francisco, CA: Jossey Bass.

Ury and Brett discuss six principles of dispute system design to guide organizations through the set-up and implementation of effective conflict management systems. These principles can be applied to correct existing systems or create new systems. The authors also describe a four-phase process for working with and motivating disputants. The book contains a case study illustrating effective dispute resolution systems.

• VanDerWall, Stacy. (1999) Controlling the Costs of Conflict: How to Design a System for Your Organization. HR Magazine.

Resolution efforts depend on a "collaborative" effort from all parties involved in the conflict, but more often times than none mangers know that this doesn't always happen. The author discusses for principles: "collaboration", "higher authority", "power plays" and "avoidance" in the way of an examination of the why conflict exists and ways to deal with it.

• Van Gramberg, B. August 8, 2001 Working Paper Series.

This article examines the development of workplace dispute resolution in Australia. Workplaces have the chance to develop procedures that will meet the workplace justice targets of procedural, distributive and international fairness. The dispute resolutions that are examined include open-door policy, peer review, internal ombudsman, and the consultative committee. The goal is fairness and to cut the costs of dispute resolution.

• Vicuna, Francisco Orrego. (2002). Arbitration in a new international alternative dispute resolution system. Dispute Resolution Journal. (May-Jul 2002). American Arbitration Association.

As organizations continue to become globalized, international dispute resolution systems face some significant challenges in how to respond to the overwhelming demand for their services. ADR systems are increasingly becoming an alternative method of conflict resolution not only to courts, but also to arbitration, as they offer greater flexibility and fewer formalities. This article explores the future role of arbitration in an alternative dispute resolution system (ADR).

• Visto, Cecille S. "RP firms should beef up internal mediation system to boost output." BusinessWorld. Nov 4, 2003, pg. 1.

The article discusses how Phillippine corporate settings can benefit from Alternative Dispute Resolution programs. The article explains that ADR programs are better than applying traditional mediation and arbitration programs. The ADR programs are effective in not only labor-management issues, but also in contractual issues. The programs also succeed where legal systems do not.

• Wayne, E & Borsa, L. (2002) Diligence, Consistency, and Balance: Lessons for Conflict Management Systems Design Practitioners in Fostering Sustainable Change.
  
  The system design offer an organization of procedure to prevent, manage and resolve conflict and promote better work relations in the workplaces. The design is concern about three lessons to promote changes in how organizations resolve conflicts. The lessons are diligence (understand the interests and need of participants), consistency (motivate members to participate in the process of conflict management design, and not arrive like experts) and balance (perceive objective and unbiased)
  

• Weber, David O. (1999). Cooling it gets hot – Conflict management. American College of Physician Executives (July-August 1999).

Collaborative negotiation and mediation processes have become extremely popular in legal, governmental, business, and family matters. ADR processes offer flexibility and variety to conflict management programs, as they can be catered to any organization or situation. The article discusses the history of alternative dispute resolution or ADR programs, including the desirable impacts of ADR processes and how conflicts should be approached and settled.

• Weeks, Dudley. (1994). The Eight Essential Steps to Conflict Resolution. New York, NY: Tarcher.

This book starts with definitions of conflict and the words that are most associated with conflict. It is full of examples of how people react to stressful situations and how to best handle them. Anger, stubbornness on one side, resistance is often feelings that obstruct positive resolution. The described situations apply to variety of settings where conflict is often inevitable.

• Wittenberg, Carol. (1997). And justice for all – alternative dispute resolution programs. HR Magazine. (Sept, 1997). Society for Human Resource Management.

Successful ADR programs are tailored to the organizational culture they were designed for. Both employees and managers should be involved in the design process to promote acceptance and use of the program. ADR programs that are perceived by employees to be fair can reduce costs, enhance employee morale, and allow problems to be addressed early and effectively.

• Woodrow, P. (1998). Reducing The Costs Of Conflict Through Dispute Resolution Systems Design.

Focusing on interpersonal disputes in organizations, Woodrow discusses the pitfalls and dilemmas surrounding corporate dispute resolution and illustrates with case examples. The cases are also used to provide contrasting examples of the seven conflict systems design processes described: establish a process, diagnose, examine options, organize procedures into a system, generate support, implement, quality control and refinement.

• Wulf,V. & Rohde, M. 1995 Towards an Integrated Organization and Technology Development.

Organizations are seen as self-organizing social systems with the ability to cope with a changing environment. A concept of integrated organization was designed to deal with change which includes organizational development and psychological guidelines. Employees need to remain flexible to adapt to the demands of organizational change and cope effectively.

• Ziade, N.G. (2003). The world bank's internal conflict resolution system. The Law and Practice of International Courts and Tribunals, 2, 333-7.
  

The article describes the move of the World Bank to away from individual mechanisms of conflict management to a more effective system of conflict management. The process by which the conflict resolution system was developed was explained. The article also gives a overview of the basic principles of the system, as an integrated system which encourages the use of informal non-adversarial approaches. The philosophy of the system is based on being proactive rather than reactive.

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