Even when “warring parties” know that eventually they will have to talk to one another so that there can be peace, it is extremely difficult to get them to “fast‐forward” to that moment. The reasons for this vary. Sometimes the parties think that “time is on their side”—that continuing the battle will benefit them. Other times, leaders worry how they will appear in the eyes of their own followers if they seem to have lost heart or are ready to give in. A third reason that parties may not initiate talks is their concern that a willingness to do so may lead the other side to assume that they are ready to give up. This article examines a new way of helping parties move forward in such situations using what is called “breakthrough collaboration,” an idea invented by the Consensus Building Institute. Breakthrough collaboration allows parties to take advantage of a critical moment to initiate preliminary trust‐building activities, share information and send messages through a neutral party, and engage in internal efforts that can make it easier to move toward joint problem‐solving. Such efforts can be triggered by a convener (who is not a party) and assisted by a mediator (who may not meet with the parties simultaneously). The goal is to do more than merely encourage dialogue. The hope is that an extended sequence of facilitated activities or events can lead to a shift in thinking on all sides. The key is to know when a critical moment creates an opportunity for breakthrough collaboration.

Entrepreneurs, whose job is to transform ideas into new products or services for which there is a market, pride themselves on creating disruption and driving innovation. But they often fumble key interactions because they don’t know how to handle the negotiation challenges that almost always arise. Entrepreneurship typically entails a series of interactions between founders, partners, potential partners, investors, and others at various stages of the entrepreneurial process – from the “seed” stage when the business is just an idea to the “exit” stage when the entrepreneur sells or departs. We have scrutinized the full range of entrepreneurial negotiations seeking to identify the most common negotiation mistakes that entrepreneurs make, and in this article we describe eight of them. We discuss how they can learn to prevent these mistakes – especially through proper preparation – and which strategies they can deploy to overcome the mistakes they do make.

In this article, I describe my career as a pracademic. Over several decades, I have been able to maintain a substantial private practice in public dispute resolution and also meet the teaching, advising, and research demands of an academic career. I have achieved this by engaging primarily in action research: I begin with “problems” in the field and work collaboratively with stakeholders to generate “solutions” that meet their interests. I then document and analyze these interventions to build prescriptive theory through systematic reflection on my own involvement. In this article, I discuss how I have been able to achieve success as a “pracademic,” but also consider the challenges that young scholars who seek to engage in practice confront today. I further describe some possible strategies for successfully integrating a substantial practice component into an academic career in conflict resolution.

Negotiation analysts have increasingly focused on the internal decision‐making dynamics in the minds of the parties. They ought to give more attention to the ways in which meaning is jointly constituted through sequences of verbal and nonverbal exchanges. The tools of conversation analysis (CA) and discourse analysis (DA) can be helpful in this regard.

Over the past twenty‐five years, public dispute resolution has emerged as an important area of practice — linked, in part, to ongoing efforts to promote deliberative democracy. As the field has evolved, however, the market for public dispute mediators has shifted. It is already possible to glimpse the further shifts and the new intellectual challenges likely to face the public dispute resolution field over the next twenty‐five years.

Improvisation can be an important element of mediation practice, and there are several ways in which mediation practice correlates to improvisational performance. In this article, two mediation experts and two skilled jazz musicians explore the improvisational aspects of mediation. Two central themes emerge: (1) mediators often use improvisational techniques, and (2) by being improvisational, mediators can create environments that would encourage the parties themselves to be improvisational. We argue that practitioners can enhance their effectiveness as mediators by mastering improvisational skills.

This article grows out of our experience teaching an advanced course on multiparty negotiation. The main question underlying the course is: “How can experts in two‐party negotiations make themselves effective multiparty negotiators?” In this article, we describe what and how we taught, what we think worked, and what we decided to change after the first year of teaching.

Whether or not it will be possible to relocate settlers from the “territories” depends not just on the willingness of the relevant Israeli officials to authorize evacuation of some or all of the West Bank and Gaza given the violence it may cause, but especially on the thinking and the changing attitudes of the settlers themselves. Only by understanding the views of the current settlers — their motivations, their beliefs, and the differences among them — will it be possible to formulate a sensible relocation strategy. That was the focus of the conference's first panel.