Social Conflicts And Third Parties: Strategies Of Conflict ResolutionAvalon Publishing, 21 feb 1984 - 163 pagine |
Dall'interno del libro
Risultati 1-3 di 52
Pagina 80
... mediator , I don't honestly think that it is possible to isolate qualities which make a person an ideal mediator . A labor mediator does indeed work without tools or rules . His only professional equipment consists of a rather elusive ...
... mediator , I don't honestly think that it is possible to isolate qualities which make a person an ideal mediator . A labor mediator does indeed work without tools or rules . His only professional equipment consists of a rather elusive ...
Pagina 81
Strategies Of Conflict Resolution Jacob Bercovitch. mediator ? Looking at personal traits firstly , David Cole , a former Director of F.C.M.S. , notes that : The essential quality making for a good mediator is his ability to build the ...
Strategies Of Conflict Resolution Jacob Bercovitch. mediator ? Looking at personal traits firstly , David Cole , a former Director of F.C.M.S. , notes that : The essential quality making for a good mediator is his ability to build the ...
Pagina 96
... mediator can achieve a settlement by clarifying the situa- tion , eliminating misunderstanding , and getting both countries to reconsider their situation . Process objectives expedite conflict management . The most impor- tant process ...
... mediator can achieve a settlement by clarifying the situa- tion , eliminating misunderstanding , and getting both countries to reconsider their situation . Process objectives expedite conflict management . The most impor- tant process ...
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