Social Conflicts And Third Parties: Strategies Of Conflict ResolutionAvalon Publishing, 21 feb 1984 - 163 pagine |
Dall'interno del libro
Risultati 1-3 di 31
Pagina 33
... described as problem solving , uses third parties in a special role ; a role designed to facilitate analytic and collaborative interactions and to transform a confrontation into an instance of cooperation . Most approaches to conflict ...
... described as problem solving , uses third parties in a special role ; a role designed to facilitate analytic and collaborative interactions and to transform a confrontation into an instance of cooperation . Most approaches to conflict ...
Pagina 113
... described intervention as being instrumental in achieving an acceptable outcome in 7 out of 50 conflicts ( 14 per cent ) . Frei ( 1976 ) , aware of the difficulties of defining successful outcomes , examined 65 cases of intervention ...
... described intervention as being instrumental in achieving an acceptable outcome in 7 out of 50 conflicts ( 14 per cent ) . Frei ( 1976 ) , aware of the difficulties of defining successful outcomes , examined 65 cases of intervention ...
Pagina 122
... described as implying a mechanical application irrespective of context and target - unit . The outcomes resulting from a successful application of a process inter- vention can be defined as change in terms of motivation , learning , and ...
... described as implying a mechanical application irrespective of context and target - unit . The outcomes resulting from a successful application of a process inter- vention can be defined as change in terms of motivation , learning , and ...
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