Social Conflicts And Third Parties: Strategies Of Conflict ResolutionAvalon Publishing, 21 feb 1984 - 163 pagine |
Dall'interno del libro
Risultati 1-3 di 28
Pagina 29
... participants to consider , in their ' cultural island ' , new ideas and engage in collaborate problem - solving in a free and relaxed manner . A neutral location ... PARTICIPANTS The problem - solving approach to conflict 29 29 Participants.
... participants to consider , in their ' cultural island ' , new ideas and engage in collaborate problem - solving in a free and relaxed manner . A neutral location ... PARTICIPANTS The problem - solving approach to conflict 29 29 Participants.
Pagina 32
... participants , and the other entailing a change in the ensuing policy process . Even if we could have information on these aspects of the process , it is clear that a considerable time will elapse before the intended , or unintended ...
... participants , and the other entailing a change in the ensuing policy process . Even if we could have information on these aspects of the process , it is clear that a considerable time will elapse before the intended , or unintended ...
Pagina 100
... participants and communication . ( i ) A third party can exercise some control over the number and identity of participants . It can identify the important participants , gain their confidence , and work mainly with , and through them ...
... participants and communication . ( i ) A third party can exercise some control over the number and identity of participants . It can identify the important participants , gain their confidence , and work mainly with , and through them ...
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