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Consortium for Appropriate Dispute Resolution (CADRE)

Conflict Resolution Education: Goals, Models, Benefits and Implementation

by Tricia S. Jones. Ph.D

Introduction

All of us have experienced the negative impact of conflict on learning and the social relationships of students (K-16) within the school setting; on the teaching and leadership of K-16 faculty and administrators; on the interagency services rendered by related service providers; and upon the collaborative efforts of families and the educational community. Given the magnitude of the problem, increased interpersonal conflicts among students, families stressed in their efforts to meet the personal and educational needs of their children with disabilities, and discord among service providers at all levels - we must give serious attention to the design and management of effective conflict resolution systems within education. To that end, the Higher Education Initiative, in collaboration with the Pennsylvania Special Education Mediation Service, hosted five regional "Food for Thought" dinners. These dinner discussions provided an opportunity for interested university faculty and administrators, school district staff and administrators, human service providers and juvenile justice staff to meet with mediators and PA SEMS staff to engage in initial discussions regarding this critical issue. The paper attached below was written by Dr. Tricia Jones for distribution at the "Food for Thought Dinners." Grace D'Alo and Grace Griffin assisted in the editing and preparation of the document.


Conflict Resolution Education in the United States

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. Program Components

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:

1) an understanding of conflict

2) principles of conflict resolution (win-win interest-based problem-solving)

3) process steps in problem-solving (for example, agreeing to negotiate and establishing ground rules for the negotiation, gathering information about the conflict, exploring possible solution options, selecting solution options, and reaching agreement)

4) skills required to use each of these steps effectively (for example, active listening, reframing, understanding, and factoring into the process the impact that cultural differences have on the dispute).


B. Essential Skills/Abilities

Bodine and Crawford (1998) identify six categories or skills/abilities that are essential components of all conflict resolution education initiatives:

1) orientation abilities: values, beliefs, and attitudes which promote nonviolence, empathy, fairness, justice, trust, tolerance, self-respect, respect for others, and appreciation for controversy.

2) perception abilities: ability to understand how oneself and others can have different, yet valid, perceptions of reality

3) emotional abilities: the ability to manage and effectively communicate a range of emotions, including anger, fear and frustration

4) communication abilities: active listening skills, speaking to be understood and listening to understand

5) creative-thinking abilities: the ability to construct cognitive models and to perceive and solve problems in new ways.

6) critical thinking abilities: skills to contrast and compare data, predict and analyze situations, and construct and test hypotheses.


C. CRE Program Goals

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

Decrease incidents of violence

Decrease anti-social behavior that often leads to violence (harassment, bullying)

Decrease conflicts between groups of students; particularly intergroup conflicts based on racial and ethnic differences

Decrease suspensions, absenteeism and drop out rates related to unsafe learning environments

2. Create a Constructive Learning Environment

Improve school climate

Improve teacher/administration/student relationships

Increase the valuing of diversity and the practice of tolerance

Promote a respectful and caring environment

3. Improve Classroom Management

Reduce the time teachers spend on disciplinary problems in the classroom

Increase use of student-centered discipline

4. Enhance Students’ Social and Emotional Development

Develop competence in pro-active conflict management skills

Increase perspective taking

Develop problem-solving abilities

Increase empathy

Improve emotional awareness and emotional management

Reduce aggressive orientations and hostile attributions

Increase the students’ use of constructive conflict behaviors in schools and in home and community contexts

5. Create a Constructive Conflict Community

Increase parental and community involvement in school affairs

Link school CRE with larger community CRE efforts

Develop more peaceful communities

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.


D. Relationship of CRE to Other Fields

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:

1) VP is more limited in scope in that conflict resolution education is concerned with issues and situations beyond violence. CRE is broader in the sense that it focuses on nonviolent as well as violent episodes. But, VP is interested in violence that occurs outside of conflict situations.

2) VP tends to be more systemic than CRE, to look more at the history and environment of the violence; analyzing risk factors for violence and ways of reducing those factors. CRE focuses more on the event itself, trying to find alternatives for resolving the conflict and repairing the relationship.

3) VP emphasizes policy change while CR emphasizes individual skill building and community education.

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:

1) cross-cultural awareness: learning about one’s own and other’s cultures

2) prejudice reduction and appreciation for diversity: becoming aware of prejudices and providing cognitive skills to avoid responding in a prejudiced manner

3) hate crime prevention: providing information and education about hate crimes and their consequences for the offenders, targets, and society as a whole

4) examining the systemic roots of oppression and strategizing to dismantle them: exploring issues of power and privilege, including the way in which our institutions can change these structures.

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:

1) some sort of initial emotional awareness/feelings assessment step followed by: identification of the problem

1) assessment of goals

3) consideration of solution

4) consideration of consequences

5) planning for action

6) means of assessing impact.

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.


E. CRE Program Models

There are four basic models of CRE in schools (Bodine & Crawford, 1998):

1) process curriculum approach (an entree to CRE characterized by devoting a specific time to teaching the foundational abilities, principles, and one or more of the problem-solving processes of CR as a separate course, distinct curriculum, or daily or weekly lesson plan)

2) mediation program approach (trains select individuals in the principle and foundation abilities of CR and in the mediation process in order to provide neutral third-party facilitation services to help those in conflict reach a resolution)

3) the peaceable classroom approach (a whole classroom methodology that includes teaching students the foundation abilities, principles, and one or more of the three problem-solving processes of conflict resolution. CRE is incorporated into the core subjects of the curriculum and into classroom management strategies)

4) the peaceable school approach is a comprehensive whole-school methodology that builds on the peaceable classroom approach by using CR as a system of operation for managing the school as well as the classroom. CR principles and processes are learned and used by all members of the school (including parents).

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.


F. What are the Proven Benefits of CRE?

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:


CRE increases…

  • academic achievement
  • positive attitudes toward school
  • assertiveness
  • cooperation
  • communication skills
  • healthy interpersonal/inter-group relations
  • constructive CR at home and school
  • self-control
  • self-esteem


CRE decreases…

  • aggressiveness
  • discipline referrals
  • drop-out rates
  • social withdrawal
  • suspension rates
  • victimized behavior
  • violence


Misconceptions about CRE:

  • that it "fixes" children but does not impact adults
  • that it reduces all conflict behavior
  • a short-term/"small dosage" implementation will change conflict behavior
  • that continuity of CRE at each developmental phase is unnecessary
  • that skills enhancement alone will produce sustained behavioral change

2. Impact on Diverse Populations

  • CRE can be equally effective for students from different genders, races, ethnicities
  • CRE is effective with special needs populations

3. Impact on Climate

  • CRE impacts discipline climate and general school climate in a positive way
  • CRE effects on school climate are greater for elementary schools than middle and high schools
  • CRE has positive impact on classroom climate, especially when climate is measured as the use of constructive conflict behaviors and/or the tendency to use constructive conflict behaviors

4. Processes for Institutionalization

  • CRE institutionalization is more likely when there are adequate resources (e.g., there is a specific person to oversee the effort and adequate teacher training).
  • Support from top levels of administration is key to institutionalization.
  • Publicity about CRE enhances institutionalization.
  • Infusion of CRE into ongoing curricula increases institutionalization.
  • Support from professional associations (e.g., the Bar Association) enhances institutionalization.
  • Institutionalization is facilitated in states where CRE can be liked to general standards or principles of education.
  • Higher education involvement in CRE pre-service and continuing education increases institutionalization.


G. Guidelines for Implementation of CRE Programs

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:

Stage

Description

Assess Needs

Identify the goals and resources for your school. Assess the degree of interest and potential commitment among students, staff and community members.

Orient Staff

Give detailed information about the nature of CRE and the results of the needs assessment to all members of the staff. Have open discussions about the utility of the program and how it can best fit the school. Also, clarify staff expectations for their involvement or support for the program.

Select Site Leadership Team

Identify staff who are committed to working for the program. This stage should include very in-depth discussions of time and resource commitments expected from SLT members.

Orient Students

Present the idea to students to stimulate interest and encourage students to be involved.

Select Peer Mediators

By whatever mechanism you have decided (if peer mediation is a component of your CRE program).

Training Mediators and SLT

Provide peer mediation training and additional program implementation training to SLT.

Publicize Program

Use as much publicity as possible to help students and staff understand the program and how to use it.

Utilize Program

Initiate and sustain the program with regular attention to coordination, refreshing mediator skills, and maintaining a high and positive profile in the school.

Evaluate Program

On an ongoing basis, but certainly at the end of the semester or year, evaluate how well the program is working, whether things need to be changed, whether you are interested in and/or able to expand the program.


1. Selecting a Program Model

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.

Peer Mediation Cadre Programs: Often referred to as "stand alone" programs, these are the most common form of peer mediation in the United States. These programs train a small number of peer mediators (usually between 20-30). Once students are trained, the success of the program depends upon the extent to which teachers, staff, administration and students are willing to refer conflicts to the program.

Whole School Programs: These programs combine peer mediation with additional training and intervention efforts to provide the "whole school" with information to improve conflict related behavior. However, the label "whole school programs" is a bit misleading. While some programs reach that level, many that fall within this category are less comprehensive.

  • Additional Student Training: In the least comprehensive version a school might identify other groups of students (like athletes, student council, students under suspension) and provide basic conflict skills training to those groups as needed.

  • Additional Staff Training: Working from the philosophy that children often model what they see, these programs attempt to improve the ways adult staff in the schools deal with their own conflicts by providing conflict skills training to staff (including teachers, non-teaching staff, and administration). Some of these programs even include members of Parent-Teacher Associations (PTA).

  • Curriculum Infusion: These programs combine peer mediation with some form of curricular infusion, where conflict skills and concepts for constructive interaction are woven into existing curriculum (e.g., in English or the social sciences). Students in these classes are given a more sustained and applied understanding of how mediation and conflict skills impact a broad base of behavior and endeavor.

  • True Whole School Programs: Obviously, these programs involve all of the above components. The peer mediation element is one part of a long-term, comprehensive effort to provide skill development and educational access to all members of the school community. In some cases, such as with cooperative education initiatives, these interventions occur throughout a school district and take years to establish.

Community-Linked Programs: These programs are the most ambitious of all. They are usually configured to be the logical extension from a whole school program. However, they can be community linkages to peer mediation cadre programs as well.

  • Cadre-Linked Programs: In some schools, the peer mediators are linked to external community groups without any involvement by other members of the school. For example, the peer mediators may serve as mediation trainers or mediators in a local neighborhood mediation center. This increases the mediators’ experience and exposes segments of the community to mediation by youth. However, it is not designed to institute sweeping changes in the community or school conflict culture.

  • Peace and Safety Networks: These programs, named after a project piloted in Philadelphia by Good Shepherd, involve a number of community members and organizations, linking them with the school’s programs and activities. Religious, business, and governmental organizations usually work together with the school to create innovative ways to "spread the word" about mediation and constructive conflict resolution, to institute applications for mediation, and to encourage community members to take part.

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:

  • CRE institutionalization is more likely when there are adequate resources (e.g., there is a specific person to oversee the effort and adequate teacher training).
  • Support from top levels of administration is key to institutionalization
  • Publicity about CRE enhances institutionalization.
  • Infusion of CRE into on-going curricula increases chances of institutionalization.
  • Clarification of CRE and CRE standards enhances institutionalization.
  • Support from professional associations (e.g., the Bar Association) enhances institutionalization.
  • Institutionalization is facilitated in states where CRE can be linked to general standards or principles of education.
  • Higher education involvement in CRE pre-service and continuing education increases institutionalization.


H. Conclusion

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:

1) Always take the time to do a thorough needs assessment including all parties who may be stakeholders in the program.

2) You cannot do too much in terms of orienting school and community members to the nature of the program prior to its implementation.

3) Make sure your program is appropriate for your goals.

4) Start small and build on that success.

5) Carefully select and nurture the Site Leadership Team.

6) Involve a diverse group of students and staff.

7) Publicize the program thoroughly and creatively.

8) Demand proven qualifications and high standards from training organizations.

9) Be patient and plan for reasonable success in a long-term implementation perspective.

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

By

Tricia S. Jones, Ph.D.
Temple University
Philadelphia, PA
You can contact the author at: tsjones@astro.temple.edu

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