Mediation has come a long way over the past several decades. As an alternative to litigation, it has found its own identity and has established its rightful place in an increasing field of alternative dispute resolution methodologies. As with the evolution of any rising movement, mediation has expanded into several mainstream models, from its origins of "Facilitative" through "Evaluative" and "Transformative" and into "Therapeutic" and "Strategic." As these theoretical movements were evolving, Bill Eddy found a unique niche, with his insight that there exists what he has coined "High Conflict People" (HCPs). In fact, he asserts that this group of people comprises 10% of our population and HCPs are present in every walk of life. As co-founder of the High Conflict Institute, Bill has actively promoted the special ways with which high conflict people need to be managed, whether in mediation or in ordinary relationships. His wide-ranging collection of published books on this topic has served as a seminal contribution to our growing knowledge of conflict and its resolution. Bill Eddy''s latest innovative book, Mediating High Conflict Disputes: A Radical New Model with Tips, Tools and the New Ways for Mediation Method , written with co-author Michael Lomax, continues his legacy of detailing and further refining his concept of the High Conflict Person (HCP), a concept that has proved to be extremely useful to and well-received by both professional mediators and the general public.

This book will be of enormous practical value to practicing mediators across a range of settings. Bill''s gifts of simplifying complex psychological (and relevant brain research) concepts that explain the HCP, and offering practical, scripted interventions for effectively managing and calming them down, are on full display in this book. Moreover, the successful methodology of his New Ways model is featured in this book to include its use not only in divorce mediation cases, but in workplace disputes, elder mediation, and large-group disputes, as well. In this book, Bill and Michael further offer a range of specific, useful tips, and ethical considerations for the mediator in these settings. Also, they provide a comprehensive outline of the New Ways methodology, along with role-plays, for the practitioner to use immediately upon the completion of reading this book--a generous offering, indeed. As detailed in this book, dealing with HCPs in the context of mediation requires a different way of thinking. Whether there is just one HCP, or two or more in a particular context of dispute resolution, the practitioner needs to understand and appreciate the necessity of operating differently with them than when mediating with "reasonable" disputants. The authors present, in simple and clear language, how the architecture and functioning of the HCPs brain appear, according to current neurological research, to be different than the brains of more "reasonable" people, and, as a result, there are expected and predictable outcomes in their behavior.

Knowing these links between brain and behavior can immensely help the practitioner in not falling down the rabbit hole of escalating conflict and predictable impasse. The authors, supportively and repeatedly, remind the reader that most of the unhelpful conflict that arises when dealing with HCPs is created by the HCP, not by the practitioner ("Remember, it''s not you, it''s them!"). Their tendency towards conflict merely reflects the unique wiring and presumed limitations of the brains of the HCPs. Trying to persuade the HCP to be more logical and reasonable falls on deaf ears; it is a matter of can''t rather than won''t. The authors give practical ways to maneuver around the limitations of the HCP so as to increase the practitioner''s effectiveness in helping the disputants reach agreements--no matter the context of the dispute. As the authors guide the mediator through high-conflict disputes, they present step-by-step details of the process, the order of issues to tackle, and the on-going mandate for maintaining client self-determination of the content while the mediator maintains very structured control of the process. Throughout the book, the authors give good details and plentiful examples of scripted statements, specifically designed to calm down the HCP effectively and preemptively from escalating. Some of the suggestions presented for managing HCPs are counter-intuitive, or counter to regular mediation training.

For example, the authors recommend having the clients, rather than the mediator, set the agenda. This helps to focus the HCP on tasks rather than emotions and helps rein in their tendencies to be emotionally reactive.And, while conducting mediations with an HCP, the authors advise against using the traditional "interest-based negotiations," in which exploring the interests of the parties come before making proposals. These authors suggest the opposite order of these in mediating with an HCP; make proposals first, as part of the critical need to set structure up-front, then interests can be explored within that discussion, not before. This approach helps contain the HCP from getting caught up in negative emotions and hijacking the mediator''s best efforts. The authors of this book also suggest, in spite of the multitude of workshops available in the mediation marketplace on the "The Power of Apology," that the mediator not support or encourage clients to apologize to an HCP. They dub it "Apology Quicksand" and view the HCP''s demand for an apology as ". a move to dominate or humiliate the other party, and to justify their own behavior.

By seeking an apology, they can deny any responsibility whatsoever for the conflict, when it often is partly or mostly their own behavior that was a problem." And, as a last example of counter-intuitive suggestions, the authors discourage using a Transformative Model of mediation in workplace settings (Note: Transformative Mediation is the model used exclusively by the United States Postal Service!). The authors point out that this model is based upon encouraging insight and self-reflection within the disputants, which they assert is not possible with HCPs, and that it would only further focus them on their negative emotions, which tends to escalate conflict. In sum, this book is an important, detailed, and practical summary of the special modifications of approach needed by mediators when dealing with disputes that involve high conflict. Such disputes typically have at least one High Conflict Person, who can drive the dispute to impasse, unless the HCP and the dispute resolution process are managed differently than in the usual ways. Whether you are a beginning or a very seasoned mediator, this book will show you the New Ways to do it. Donald T. Saposnek, Ph.

D. Author of Mediating Child Custody Disputes Co-Author of Splitting America, and The Child Support Solution.