Chapter 2: The Mind – Cognition
In the next two chapters, we will look in more detail at the human mind, what it is, its functions and which mental processes and emotions it typically involves. Our goal is to better understand the minds of people in conflict. So, we want to go beyond understanding the human mind in general, but we’ll also consider how mental processes, cognitive phenomena and emotions may be affected by and contribute to conflict. Exploring the human mind is complex, which is why we are dedicating two chapters to the topic. This chapter focuses on cognitive processes, while chapter 4 explores the emotional mind.
Understanding how the mind functions can help us explain why conflict occurs and how people may be supported in conflict resolution processes. As noted in the previous chapter, conflict parties participating in conflict resolution processes like mediation are frequently using cognitive processes, including verbalising their conflict experience, processing new information, considering the other conflict party’s perspective, negotiating disputed issues that they feel strongly about, as well as making decisions for themselves and perhaps even for others. By learning more about how the mind uses different cognitive skills, we can draw some conclusions about how we can support parties in conflict resolution processes. Understanding cognition can also help build our skills as a conflict practitioner. This chapter draws primarily from cognitive psychology, but also from neuroscience and social psychology.
Learning Outcomes
- introduce features of the mind
- describe a range of cognitive processes
- apply principles of cognitive psychology to analyse, manage and resolve conflict
- relate key theories of cognition to challenges in conflict management and resolution
- analyse and synthesise research findings in cognitive psychology as they relate to conflict management.
Key Readings
Brown, J. G. (2006). Creativity and problem-solving. In A. Kupfer Schneider & C. Honeyman (Eds.), The negotiator’s fieldbook: The desk reference for the experienced negotiator (pp. 407-413). American Bar Association.
Caton Campbell, M., & Seminare Docherty, J. (2006). What’s in a frame? In A. Kupfer Schneider & C. Honeyman (Eds.), The negotiator’s fieldbook: The desk reference for the experienced negotiator (pp. 37-46). American Bar Association.
Guthrie, C. (2004). Insights from Cognitive Psychology. Journal of Legal Education, 54(1). https://scholarship.law.vanderbilt.edu/cgi/viewcontent.cgi?article=1748&context=faculty-publications
Heen, S., & Stone, D. (2006). Perceptions and stories. In A. Kupfer Schneider & C. Honeyman (Eds.), The negotiator’s fieldbook: The desk reference for the experienced negotiator (pp. 343-350). American Bar Association.
Korobkin, R., & Guthrie, C. (2006). Heuristics and biases at the bargaining table. In A. Kupfer Schneider & C. Honeyman (Eds.), The negotiator’s fieldbook: The desk reference for the experienced negotiator (pp. 351-360). American Bar Association.
Mullin, G. (n.d.) What is Cognition in Introduction to Psychology. Achieving the Dream.
