Social Conflicts And Third Parties: Strategies Of Conflict ResolutionAvalon Publishing, 21 feb 1984 - 163 pagine |
Dall'interno del libro
Risultati 1-3 di 35
Pagina 2
... activity were more often assumed rather than disclosed . Third parties , or mediators , as they are often called , have been depicted as being neutral and somewhat ineffective , or powerful individuals or states acting in a dictatorial ...
... activity were more often assumed rather than disclosed . Third parties , or mediators , as they are often called , have been depicted as being neutral and somewhat ineffective , or powerful individuals or states acting in a dictatorial ...
Pagina 106
... activity . In conflicts where the parties appear to be far apart in their position , there are no alternatives to such activities . Third parties in international conflicts undertake , as we have seen in this section , a range of ...
... activity . In conflicts where the parties appear to be far apart in their position , there are no alternatives to such activities . Third parties in international conflicts undertake , as we have seen in this section , a range of ...
Pagina 146
... activity , nor a set of activities , or a given type of third party can be effective in all situations . No one can say , as some advocates of the problem - solving model seem to be saying , in an abstract sense , or without regard to a ...
... activity , nor a set of activities , or a given type of third party can be effective in all situations . No one can say , as some advocates of the problem - solving model seem to be saying , in an abstract sense , or without regard to a ...
Sommario
Setting and Procedures | 28 |
THIRD PARTY INTERVENTION IN CONTEXT | 30 |
INTERPERSONAL CONFLICT AND THIRD PARTY | 38 |
Copyright | |
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Parole e frasi comuni
achieve agreement analysis approach to conflict aspect of third attitudes basic cent communication complex conceptual concerned conflict management efforts conflict outcomes conflict parties conflict relationship conflict resolution conflict situations context cooperative decision described dimensions directive behavior disputants effective conflict management environment establish evaluation facilitate factors feelings functions Galo Plaza goals Gunnar Jarring help the parties hostility identify important increase individuals influence inputs instrumental interventions interests intergroup conflict international conflict interpersonal attraction interpersonal conflict intervention outcomes involved labor and management labor-management conflicts marital conflict mediator ment motivation nature negotiation non-directive behavior norms offer orientation party's perceptions position pressures problem problem-solving procedures process interventions process of conflict process of intervention proposals reduce reflective behavior representatives respondents role settlement social structure successful successful conflict third party activities third party behavior third party intervention tion Trieste U.N. Doc understanding values vention