K’s first mediation
1. Without breaching confidentiality: (a) How did you get this mediation? The person who owns the business is a friend who knew I was just starting out and asked if I could help with an issue she was having with a couple of her staff.Â
WHAT I’VE BEEN READING: Neurodiversity coaching: A psychological approach to supporting neurodivergent talent and career potential, by Nancy Doyle and Almuth McDowall
This book focuses on coaching neurodivergent individuals about their experiences at work. The introduction states that the book supports existing coaching practitioners, managers and community leaders to understand the essentials of neurodivergence, a term that encompasses ADHD, autism, dyslexia, dyspraxia and Tourette’s syndrome, and how
Enhancing Conflict Management Theory and Practice through Insights from Psychology and Neuroscience
This post has been written by Judith Rafferty, adapted from her Open Educational Resource (OER) Neuroscience, psychology and conflict management (2024), licensed under a Creative Commons Attribution NonCommercial 4.0 Licence by James Cook University. Conflict management: A multidisciplinary field While there are designated conflict management
CRITICAL REFLECTION: Ethical marketing of conflict resolution services
There is very little written directly about marketing ethics in the field of conflict resolution. A notable exception is a paper written by Rachael Field and Neal Wood in 2005 about marketing mediation ethically. They caution that “at its present stage of development in Australia,
WHAT I’VE BEEN READING: Selling the Invisible: A field guide to modern marketing by Harry Beckwithx
This New York Times bestseller is not new – it was first published in 1997 and updated in 2012. But this short and to the point book on marketing services is essential reading for anyone working on developing a conflict-related services practice.  It provides a
Intuition: Do you trust it?
*This article was written by Debra Farrelly, one of our Conflict Leadership Program members, after our June group sessions focused on this topic. For conflict practitioners, intuition seems to play a pivotal role in understanding and addressing the unspoken needs and underlying issues that arise