Social Conflicts And Third Parties: Strategies Of Conflict ResolutionAvalon Publishing, 21 feb 1984 - 163 pagine |
Dall'interno del libro
Risultati 1-3 di 10
Pagina 47
... hostility . This can be achieved by clarifying the real sources of hostility , shifting the focus from blaming others to focusing on one's own feelings and , in the words of one of the respondents , providing a viewpoint which suggests ...
... hostility . This can be achieved by clarifying the real sources of hostility , shifting the focus from blaming others to focusing on one's own feelings and , in the words of one of the respondents , providing a viewpoint which suggests ...
Pagina 68
... hostility , and generating expectations that an agreement will be reached . A mediator who can patiently encourage both sides to air their grievances , will at least ensure that they continue to be interested in a settlement . Patient ...
... hostility , and generating expectations that an agreement will be reached . A mediator who can patiently encourage both sides to air their grievances , will at least ensure that they continue to be interested in a settlement . Patient ...
Pagina 74
... hostility , disagreement , and manifest tensions ( 7.3 per cent as against 1.6 per cent in interpersonal conflict ) . In the task area , over 15 per cent of third party's behavior consisted of making direct suggestions ( as against 3.3 ...
... hostility , disagreement , and manifest tensions ( 7.3 per cent as against 1.6 per cent in interpersonal conflict ) . In the task area , over 15 per cent of third party's behavior consisted of making direct suggestions ( as against 3.3 ...
Sommario
Setting and Procedures | 28 |
THIRD PARTY INTERVENTION IN CONTEXT | 30 |
INTERPERSONAL CONFLICT AND THIRD PARTY | 38 |
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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