Chapter 11 holds a lot of interest for me because I seem to like being a mediator sometimes, but other times want nothing to do with other people's problems. For the former times, knowing how to perform this role more effectively appeals to me. The authors describe the mediation process as intake, opening statement, describing the dispute, finding common ground, reaching a final agreement and ending the mediation. The process is fairly straightforward and I've seen it before, but what I liked was the idea of fractionalization. This is "breaking down complex issues into smaller, more manageable ones" (p.204). I also liked the idea of "reframing" (p.204). Both of these ideas are not just valuable to the mediator, although I will certainly work to add them to my mediation arsenal.

For me, looking at past conflicts, I see that both fractionalization and reframing can be used...

A major conflict like Israel-Palestine looks daunting, but if the issues are broken down then a resolution may occur, but this happens even in companies. I think about long-running problems in my last job between one of my co-workers and her supervisor. These issues had become one giant superissue where neither person could do any right in each other's eyes. Yet each little issue could be broken down, identified and resolve. Once they began framing issues through the lens of their negativity, the situation quickly grew out of control. If somebody would have been able to reframe those issues through a neutral lens, I think that situation could have been resolved. Last I heard it was never resolved and the employee left a job she otherwise loved and was good at. When problem-solving techniques exist, such a situation does not need to take place.