In chapter 1, Clive covers topics such as corporate scandals, executive tenure, reducing trust in leadership, globalisation, the impact of the credit crunch, how the role of technology is affecting relationships in the workplace, diversity, the impact on health and well-being and the cost of living. 

As you reach the end of this chapter, Clive invites readers to think about:  

• What changes in the world of work are affecting you and your organisation
  
• Whether you are able to proactively manage all the changes that your organisation is encountering
  
• How much, your leaders are trusted by your workforce

And

• What you read in chapter 1 that will pose the biggest challenge for you

In chapter 2 Clive discusses the components required for conflict to exist, why we get into conflict, the wheel of conflict, why we get stuck in conflict, what some preventative and remedial approaches are to help manage conflict, how to begin resolving conflict, how to manage difficult conversations, emotional intelligence and conflict and the business case for conflict principles. 

As you reach the end of chapter 2 Clive encourages readers to think about:  

• Whether you are aware of the cost of conflict to your team, department, function or organisation? He invites readers to undertake an exercise to provide an estimate.
  
• How you recognise some of the sounds made from the cracks in your organisation.
  
• What can you do today to begin to change the culture of your organisation to begin addressing conflict issues strategically

And

• How good the listening skills within your organisation and whether you provide development training in this area.

In chapter 3 Clive Lewis talks about how the role of a third person can help us when we get into conflict situations. Conflict coaching is still relatively new thinking and Clive it a new tool for organisations and line managers to consider. 

At the end of chapter 3, Clive invites readers to think about:  

• Whether there are situations you currently see in the workplace that would benefit from the use of the conflict coaching model
  
• How the conflict coaching model might complement or support other mechanisms in your organisation

In chapter 4, Clive Lewis guides us through the legal framework that has led to the introduction of mediation in the workplace, he gives a description of what mediation is and why it works and he covers how the LAETR Mediation Cycle(tm) can assist mediators. Clive discusses the differences between mediation and other forms of dispute resolution and takes us through the legal background that supports mediation in other contexts. 

Things to think about from chapter 4 are:  

• The impact that the introduction of increasing amounts of employment legislation is having on your organisation
  
• How to explain the benefits of mediation over other dispute resolution methods

In chapter 5 - the mediation process Clive Lewis discusses the steps to be followed when mediation is commissioned, how to open a mediation session, the mediators and assistant mediators role, and the issues to consider when considering appointing an internal or external mediator. Mr. Lewis talks in detail about the difference between workplace and employment mediation and what the mediator may encounter when mediating each one. 

In chapter 5, Clive encourages the reader to think about:  

• What risks you see developing if the mediation process suggested in The Definitive Guide isn't followed
  
• The links you see emerging between negotiation and mediation
  
• Any additional benefits can you see to having an internal or external mediator

And  

• How important you think it is to have the 30-90 day follow up in workplace mediation cases

In chapter 6, Clive Lewis outlines key mediator competencies such as: 

Communication, questioning, reframing and problem solving, The mediation timeline, dealing with emotion and the similarities between facilitation and mediation is also explored. In particular he mentions how by applying key techniques, the mediator will be better placed to help resolve disputes.  

At the end of chapter 6, Clive asks the readers to think about  

• Ways in which the mediator's skill set can be developed on a day to day basis and not just whilst mediating
  
• Whether you can think of additional questions that may help to increase discussion
  
• Considering any issues with parties being accompanied at mediation?
  
• Any similarities do you see between facilitation and mediation

In chapter 7, Clive Lewis talks through the steps that should be followed when introducing mediation at your organisation, the issues associated with team mediation, incorporating mediation clauses within employment contracts, ethics and standards, the future of mediation in the workplace and the power of mediation. In particular he discusses how mediation has the potential to add real value in places of work. 

In this final chapter, Clive encourages you to think about:   

• How you will embark on building the business case for mediation at your organisation
  
• How you will strike a balance between appointing an internal or external mediator
  
• How you see the future of mediation developing in the UK