Social Conflicts And Third Parties: Strategies Of Conflict ResolutionAvalon Publishing, 21 feb 1984 - 163 pagine |
Dall'interno del libro
Risultati 1-3 di 26
Pagina 14
... particular outcome the relationship is perceived by all concerned as temporary only . Why would third parties get involved in other people's conflict ? There may be a number of reasons for doing so . A third party may be invited by one ...
... particular outcome the relationship is perceived by all concerned as temporary only . Why would third parties get involved in other people's conflict ? There may be a number of reasons for doing so . A third party may be invited by one ...
Pagina 33
... particular outcome is directly and exclusively attributable to a particular form of third party intervention , or whether it is the product of specific interaction conditions . Furthermore , we can not always observe the change which ...
... particular outcome is directly and exclusively attributable to a particular form of third party intervention , or whether it is the product of specific interaction conditions . Furthermore , we can not always observe the change which ...
Pagina 138
... particular conflict situation . Neither students , nor practitioners of intervention should promote , indiscrimin- ately , the wholesale transfer of intervention models from one level to another . When third party intervention is ...
... particular conflict situation . Neither students , nor practitioners of intervention should promote , indiscrimin- ately , the wholesale transfer of intervention models from one level to another . When third party intervention is ...
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