Dr. Claudia E. Cohen began her tenure as the Associate Director of the ICCCR in 2008. She has spent her career exploring how to help overcome obstacles to interpersonal and inter-group cooperation and collaboration. This has included research into the cognitive processes underlying stereotyping, and in the development of training programs to promote self-awareness, emotional intelligence, communication, leadership skills and team development. Her extensive experience as a conflict resolution practitioner (e.g., ombudsperson, mediator, conflict consultant and coach) has refined her understanding of the self-awareness, knowledge, perspective and skills that support the practice of cooperation, collaboration and conflict transformation. Dr. Cohen holds a Ph.D. in Social Psychology from UC San Diego and a B.A. in Psychology from Stanford University. She has served on the faculties of Rutgers University - New Brunswick and the Stevens Institute of Technology (Adjunct Professor) prior to coming to TC. She has worked in Fortune 50 companies as an internal organization and leadership consultant, and as an ombudsman addressing employee conflicts. She has also provided extensive training in communication, leadership and conflict resolution for small and mid-sized high- technology and pharmaceutical companies through grants from the State of NJ. Dr. Cohen is an experienced mediator, having worked with the EEOC and with the NJ court system on both municipal and civil cases. She has consulted to nonprofits and NGOs, including educational institutions, religious communities, the ACLU and the UN. Dr. Cohen is currently involved in two distinct areas of research, each connecting theory with practice. Dr. Cohen and colleagues are partnering on a Participatory Action Research (PAR) project with the Fortune Society, a provider of wraparound services and supportive housing for formerly incarcerated individuals (i.e., the Fortune Academy.) The PAR team is investigating how, in service of its mission of successfully reintegrating formerly incarcerated individuals into society, a service-provider's culture impacts stakeholders at multiple levels of the "system" (e.g., individuals, families, neighborhood, community.) The other research program seeks to further our understanding of "mediator style" through a series of ethnographic case studies of highly experienced mediators. This work, done in collaboration with Ken Kressel, at Rutgers-Newark, focuses on the implications of mediator style for practitioner's behavior and emotional reactions during mediation sessions and for mediation outcomes.