Social Conflicts And Third Parties: Strategies Of Conflict ResolutionAvalon Publishing, 21 feb 1984 - 163 pagine |
Dall'interno del libro
Risultati 1-3 di 86
Pagina 16
... process of conflict management and negotiation and that this process includes features such as background factors ( e.g. cognitive differences between the parties ) , goals , and conditions ( e.g. number of parties , situational ...
... process of conflict management and negotiation and that this process includes features such as background factors ( e.g. cognitive differences between the parties ) , goals , and conditions ( e.g. number of parties , situational ...
Pagina 27
... conflict , and reassess their attitude to it . 3 . To keep the process of conflict management moving in a constructive direction , a third party exercises control over the ongoing process and regulates the interactions . This objective ...
... conflict , and reassess their attitude to it . 3 . To keep the process of conflict management moving in a constructive direction , a third party exercises control over the ongoing process and regulates the interactions . This objective ...
Pagina 102
... process of conflict management can increase the parties ' motivation to negotiate in earnest and reduce intransigent behavior . Recasting conflict issues may help to restructure a conflict management process and allow it to flow more ...
... process of conflict management can increase the parties ' motivation to negotiate in earnest and reduce intransigent behavior . Recasting conflict issues may help to restructure a conflict management process and allow it to flow more ...
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