Social Conflicts And Third Parties: Strategies Of Conflict ResolutionAvalon Publishing, 21 feb 1984 - 163 pagine |
Dall'interno del libro
Risultati 1-3 di 6
Pagina 7
... internal change . The inventory of positive con- flict consequences can be summarized by suggesting , as Himes does ( 1966 ) , that conflicts produce the following important consequences for the parties ; ( a ) equalizing ( putting ...
... internal change . The inventory of positive con- flict consequences can be summarized by suggesting , as Himes does ( 1966 ) , that conflicts produce the following important consequences for the parties ; ( a ) equalizing ( putting ...
Pagina 24
... internal world and the world outside them ) . The solving process refers to a process of search through a space of alternative decisions , their evaluation and an agreement on a single , mutually - preferred alternative ( Maier , 1970 ) ...
... internal world and the world outside them ) . The solving process refers to a process of search through a space of alternative decisions , their evaluation and an agreement on a single , mutually - preferred alternative ( Maier , 1970 ) ...
Pagina 146
... internal and external is designed to tell us whether conflict management has been initiated by the parties themselves ( internal ) , or whether they were influenced , in their approach , by an outside party ( external ) . Whether we ...
... internal and external is designed to tell us whether conflict management has been initiated by the parties themselves ( internal ) , or whether they were influenced , in their approach , by an outside party ( external ) . Whether we ...
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