Social Conflicts And Third Parties: Strategies Of Conflict ResolutionAvalon Publishing, 21 feb 1984 - 163 pagine |
Dall'interno del libro
Risultati 1-3 di 12
Pagina 74
... cent as against 33.4 per cent in the context of interpersonal conflict ) . One may also note that a proportion of third party's activities consisted of showing hostility , disagreement , and manifest tensions ( 7.3 per cent as against ...
... cent as against 33.4 per cent in the context of interpersonal conflict ) . One may also note that a proportion of third party's activities consisted of showing hostility , disagreement , and manifest tensions ( 7.3 per cent as against ...
Pagina 87
... cent of managers and 76 per cent of workers in the U.S. agreed with this , the respective figures for the U.K. were 73 per cent and 74 per cent ) , and that without intervention the number of strikes would increase significantly ( 66 per ...
... cent of managers and 76 per cent of workers in the U.S. agreed with this , the respective figures for the U.K. were 73 per cent and 74 per cent ) , and that without intervention the number of strikes would increase significantly ( 66 per ...
Pagina 113
... cent ) . Frei ( 1976 ) , aware of the difficulties of defining successful outcomes , examined 65 cases of ... cent success , O.A.Š. - 74 per cent ) and stopping hostilities ( U.N. - 45 per cent , O.A.S. 55 per cent ) , but relatively low ...
... cent ) . Frei ( 1976 ) , aware of the difficulties of defining successful outcomes , examined 65 cases of ... cent success , O.A.Š. - 74 per cent ) and stopping hostilities ( U.N. - 45 per cent , O.A.S. 55 per cent ) , but relatively low ...
Sommario
Setting and Procedures | 28 |
THIRD PARTY INTERVENTION IN CONTEXT | 30 |
INTERPERSONAL CONFLICT AND THIRD PARTY | 38 |
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Social Conflicts and Third Parties: Strategies of Conflict Resolution Jacob Bercovitch Anteprima non disponibile - 2020 |
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