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![]() This document does not offer formal policy guidance from the Office of Special Education Programs at the United States Department of Education.
Introduction
Overview Conflict resolution education (CRE) has been defined as "a spectrum of processes that utilize communication skills and creative and analytic thinking to prevent, manage, and peacefully resolve conflict". The Conflict Resolution Education Network estimates at least 12,000 public schools (K-12) in the United States have some form of conflict resolution education. Most of these are peer mediation programs, but many take a more comprehensive approach to making the skills of problem-solving a part of the formal or informal curriculum of the school. CRE emerged out of the social justice concerns of the 60s and 70s with the work of groups like the Quakers. In the early 1980s, Educators for Social Responsibility (ESR) organized a national association that later led to the development of the National Association for Mediation in Education in 1984. NAME subsequently merged with the National Institute for Dispute Resolution (NIDR) and its Conflict Resolution Education Network. Concurrent developments were the inclusion of law related education in social studies curricula; and, violence prevention efforts included in health curricula. More recently, social and emotional learning programs have been used in conjunction with CRE to increase the social and emotional competence of children and to reduce destructive conflict behavior. While CRE efforts are primarily aimed at teaching students more constructive means of handling conflict, these programs often involve staff, teacher, and parent education and activity in order to help address conflicts that occur between staff, parent, teacher, and administration groups.
A school conflict resolution curriculum or program includes certain components that are intended to help develop critical skills or abilities for constructive conflict management. These include:
Bodine and Crawford (1998) identify six categories or skills/abilities that are essential components of all conflict resolution education initiatives:
There are a wide variety of goals for CRE programs, almost as many goals as there are permutations of the programs themselves. But, for the purposes of our discussion, we will talk about five major goals and give examples of more specific goals within each area. 1. Create a Safe Learning Environment
2. Create a Constructive Learning Environment
3. Improve Classroom Management
4. Enhance Students’ Social and Emotional Development
5. Create a Constructive Conflict Community
All of these goals are related in the sense that each has, at its core, recognition of the importance of peaceful approaches to social interaction. However, the goals also differ to the extent that they reflect social justice ideologies. Some people believe that CRE is best used for the purposes of creating safe, orderly and constructive learning environments. Hence, their program goals reflect this orientation. However, some people have criticized the field of CRE for over-emphasizing an individually-oriented, skill building approach which fails to take into consideration larger social justice issues and underlying causative factors of conflict and violence. They argue that important goals of CRE should include the creation of communities that empower students and promote the development of tolerance that promotes social change and the reduction of oppressive systems.
One of the difficulties in selecting, implementing, and evaluating a CRE program is the apparent overlap between these efforts and a variety of other initiatives. Understanding the overlap may help you decide on the kind of program you want and on the goals you are most interested in achieving. This, of course, will help clarify the focus of your evaluation process. CRE has commonalties with violence prevention, social and emotional learning, anti-bias education, and law-related education. 1. Violence prevention Violence prevention (VP) and CRE share the goal of helping people realize that violence is learned and that non-violent alternatives and solutions are possible. However, there are differences:
2. Anti-Bias Education Many people have argued convincingly that CRE does and should overlap with anti-bias education because prejudice may be an underlying cause for conflict and we need to realize the impact of prejudice on the school and community. Anti-bias education probably encompasses the broadest mission of the disciplines. It not only seeks to educate people on issues of oppression, but also strives to undo social injustice in all its forms. The programs are designed to foster positive intergroup relations and promote social justice. Most anti-bias education efforts fall into one of the following four categories:
3. Social and Emotional Learning There are two ways that the concepts and tools of social-emotional learning (SEL) overlap with conflict resolution education. Even when conflict resolution training is reduced to its most simplistic form, it requires students to authentically express feelings. And, social and emotional learning concepts can help students identify and understand triggers to conflict, and the importance of impulse control; and the need for perspective taking, empathy and compassion SEL programs vary in their emphasis on the attention given to affective dimensions, but they all include:
Many SEL educators are guided by the goal of fostering emotional intelligence through the accomplishment of the basic skills of self-awareness, self-regulation of emotion, self-monitoring and performance, empathy and perspective taking, and social skills in handling relationships. 4. Law-Related Education Law-related education is an interactive educational approach which guides people in exploring the foundations and applications of law. Like CRE, SEL, and Anti-Bias Training, Law-Related Education helps us understand and define the boundaries of socially acceptable behavior. It focuses on helping students develop sensitivity to dynamics which create conflict, to learn intervention skills which prevent the escalation of conflict, and to understand how law enforcement and other methods are applied in resolving conflict or the consequences of that conflict.
There are four basic models of CRE in schools (Bodine & Crawford, 1998):
Obviously, the program models differ in their ability to achieve some of the goals that were discussed earlier. Models that involve more students, teachers, and community members and that integrate CRE into existing curriculum are more likely to achieve goals directed at school change, climate change, and social justice concerns.
Recently, the US Dept. of Education funded a national research symposium to assess the existing research in conflict resolution education. In collaboration with the Conflict Resolution Education Network, this process involved teams of educators and researchers working together to summarize and synthesize existing research and to suggest directions for future research. The information gathered falls into four categories and is briefly summarized below: 1. Student Impact Multiple studies show many positive outcomes of CRE, including the following:
2. Impact on Diverse Populations
3. Impact on Climate
4. Processes for Institutionalization
Stages of Implementation Not everything can (or should) happen at once. Most successful programs follow certain stages of implementation. Those stages are detailed in the following table:
In order to select an appropriate program model, you should first determine your goals and then evaluate which program models meet most of your high priority goals within your budget range. Several programs are described below. These descriptions are followed by a discussion of costs under "attending to resource realities." There are many conflict education programs in existence. The following categorization is similar to that introduced earlier, although our labels and subcategories differ slightly to be more explanatory of the complex types of programs.
2. Attending to Resource Realities As suggested earlier, selection of program models should be guided foremost by the goals of the school. Yet, goals are not the only determinant. There are real and inevitable resource issues to contend with. Programs cost money to initiate and to sustain. They require time and commitment from a variety of people. And, different amounts of resources are needed for different program models. For example, assume you were planning a program implementation in a city in the Northeast United States. Your costs for the training (not including the time of your people, the costs of materials for the program, etc.) for a peer mediation cadre model could be one-third the cost for a curriculum infusion model and one-fifth the cost of a peace and safety network. A general rule is that the more complex the program model the more resources are needed to make it viable. Especially for schools that are experiencing resource shortages, the best advice is to follow the principle of parsimony. Try and select the program model that guarantees the most focus on high priority goals and uses the least resources. We have too often seen schools that start out promising the wide-reaching whole school or community-linked programs, only to find that they can afford much less. In such cases, peoples’ expectations have been raised and cannot be satisfied. Perhaps their experience actually decreases their willingness to try program implementation at a later date. It is much better to plan carefully, remaining cognizant of the resources available, and to do well with more modest initiatives than to promise the "world" and deliver disappointment. A good strategy is to start small and plan to expand as the program takes root. You can funnel necessary attention to the initial activities (like a peer mediation cadre program). Once the program has achieved some stability and success, you can add components and/or participants as desired. Administrative Support: It is extremely clear that strong administrative support is critical for CRE programs. Although it is possible for programs to succeed without this, it is very difficult and in many cases impossible. What exactly do we mean by "strong administrative support"? There are five elements of this support that are crucial for program initiation and nurturance: (1) support for the values underlying CRE, (2) finding and/or allocating resources to insure program viability, (3) consistency in modeling and support for the program, (4) flexibility in coordinating program practices and needs with other school activities, and (5) strategic planning to avoid crisis management. One of the most important contributions administrators can make is to embrace and model the values underlying CRE. Students and teachers need to see and hear that administrators are comfortable with conflict as an opportunity, that they are not afraid for students to "stretch their wings" in finding new ways to productively handle their own issues, and that they are not threatened by students and/or teachers becoming empowered in these processes. It takes a strong and secure administration team to support programs in this manner. Finding and allocating necessary resources to the program is a second essential form of support. Administrators will usually need to find money to pay for training services, to support substitute teachers to cover the classes of teachers receiving conflict and/or mediation training, and to pay for publicity materials or program support materials. They will also need to make available non-monetary resources including a private space or designated room for mediation and release time for teachers or staff who oversee and administer the program. Finally, administrators should enact strategic planning to forecast needs and goals for the long-term. It usually takes 2-3 years for a CRE program (even the more simplistic models) to become truly rooted and self-sustaining. A good idea is to encourage administrators and SLT members to make a "three year" or "five year" plan (depending upon the complexity of the program involved) listing goals, needed resources, necessary activities, milestones of success, and contingency plans if something changes. Site Leadership Team: The site leadership team is responsible for the day-to-day implementation of the program. In our experience, the best SLTs are those that have a mix of people from the staff (e.g., teachers, counselors, administrators, etc.) so they can represent the perspectives of constituencies in the school and coordinate across functional lines (for example, a teacher and counselor coordinating the disciplinary system with the mediation system). Their commitment is key. A common mistake is to enlist SLT members without fully explaining what is expected from them in terms of time and effort. Some members may assume they just need to lend "moral" support to the program. The reality is that the SLT will devote considerable hours (both in and out of school) making the program a success. Given all their other duties, it is only fair they have a chance in the beginning to assess whether this responsibility is manageable for them. The more the SLT members understand mediation and conflict the better able they are to instruct and guide students and other staff. The ideal situation is to have SLT members who are very knowledgeable about both areas, perhaps having received mediation and conflict training prior to becoming involved in the school program. Maybe they have taken classes at local universities that increase their understanding, or have attended mediation conferences to learn about programs. If SLT members have not had these opportunities prior to their involvement, they need to gain this knowledge as quickly as possible. Remember, the SLT members will be the people who are most often asked to explain mediation and the program to other school members and to parents and the community. Since the SLT is a team, it should operate with the principles of effective teamwork. (1) Specifically, the team needs to discuss the various roles and responsibilities for the members. Who is going to handle intake? Who is spearheading the publicity drive? Who is working on the curricular infusion training? Who is working with administration to keep resources flowing? Who is running the afterschool mediation meetings? Who is keeping the "paperwork" for the program? Etc. (2) The team needs to have expectations for its own performance and accountability clarified. A good idea is to have teams discuss and commit to certain groundrules for team membership. Some groundrules may be: everyone attends all SLT meetings on a regular basis, the team agrees to use constructive conflict techniques to solve its own conflicts, the team agrees to actively support and promote mediation in the classes and in their interactions with parents and staff. Teacher and Staff Support: Unless other staff members support and use the CRE program, its path will be rocky. The more orientation and involvement school staff and teachers have, the better the chances for success. At times, information dissemination may feel repetitive, but repetition is a good idea until the program takes hold and becomes a recognized part of school life. Like the SLT, the more knowledge staff have about mediation and the program the better. Many school staff have little training or exposure to different ways to think about and respond to conflict. This material may be as new to them as to the students. Take the time and energy to help them learn and apply the ideas underlying the program. And, patience is definitely a virtue. It is not uncommon for us to find teachers and staff, even schools with successful programs, who do not know about the program or about mediation in general. Don’t be surprised if it takes 2 to 3 years to completely saturate the school with this information. Student Participation: In our experience, the easiest part of CRE is gaining the interest and acceptance of the students. In fact, even in programs that have many other difficulties, the students shine through with abundant enthusiasm about what they are learning and how they can apply these skills to other situations. At first, some students, especially adolescent males, wonder whether CRE is "macho" enough. They are often concerned about appearing weak in front of their peers. They may have heard that "talking a problem out" is not as "cool" as "fighting it out." But, if some of the informal leaders in the school become peer mediators, or are involved in other CRE efforts, those doubts tend to evaporate. Parent and Community Support: The involvement of parents and community members should occur after the program has been initiated and become moderately successful in the school. However, it is absolutely critical to inform parents about the program, especially if their children will be involved as mediators or in curriculum infusion classes, from the inception stages. Parents should be informed in writing and in person (at parent-teacher conferences, etc.) so they can make appropriate judgments about their child’s participation. Later involvement should be slow and well planned. The more participants in the program the more potential there is for confusion and lack of coordination. Work carefully to identify parents and community members or groups who share the program values and who are willing to commit themselves to program development. Once parents and community members become involved they should negotiate with the school staff about their contributions. Then, they need to discuss means to monitor and reinforce their accountability. As in any collaborative endeavor, partners need to know how and when they can count on the other. Training Quality: Although this is the last component of our model to be discussed it is certainly one of the most important. A difficult lesson learned by many schools is the damage that can be done by unqualified or unscrupulous mediation trainers. We are saddened that this possibility even exists, but would be remiss if we did not address it head on. There is a great variation in quality of programs and qualifications of people delivering these programs. Debates about program quality led the National Association for Mediation in Education (N.A.M.E., 1994) to set forth guidelines in 1993-1994 concerning trainer qualifications, training elements, student involvement, program implementation and oversight. These guidelines will help you choose a reputable training organization. First, the trainers must be qualified in terms of the knowledge of and experience in conflict management and mediation. N.A.M.E. suggests that trainers have expertise in the following areas: theory of conflict resolution, communication skills, problem solving skills, negotiating techniques, the mediation process, and cross cultural sensitivity. They should also have experience and ability as trainers, knowing how to structure and deliver an effective training presentation. Our experience shows that it is also very helpful for trainers to be experienced mediators and to have some background in working in public education. The latter qualification is especially important for trainers working with younger students. Trainers who have been teachers, for example, are better able to know what level of information young students can best accept and how young students can best learn new ideas. Finally, the trainers should be accountable. Beware of the training organization that wants to come in for a day of training but is never heard from again. These trainers are only out to make money and do not know or care about necessary support for implementation of a program. A trustworthy training organization will provide technical support and follow-up service to the school for a semester to longer following training. They will work actively with the SLT and the school administration to help plan and orchestrate the program progress. Before hiring a training organization, get references from other schools they have been involved with. Ask to see all their training materials. Talk with them in detail about their involvement with the school after training has concluded. And be very careful if they seem to promise you a quick and easy solution to difficult problems. Good trainers know the benefits of these programs; they also know that anything worthwhile takes effort and hard work. These guidelines are consistent with the result of recent research from the USDOE Research Symposium mentioned earlier. They concluded the following about the processes of implementation and institutionalization:
We hope that our guidelines prove useful as you contemplate beginning a Conflict Resolution Education program. The advice presented here can be summarized in terms of some very basic principles that should ground your efforts:
References Bodine, R., & Crawford, D. (1998). The Handbook of Conflict Resolution
Education: A Guide to Building Quality Programs in Schools. San Francisco:
Jossey-Bass. The above article was originally prepared for the Higher Education Initiative, "Food for Thought" Dinners, Pennsylvania Dept. of Education, April 11-18, 2000
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