Social Conflicts And Third Parties: Strategies Of Conflict ResolutionAvalon Publishing, 21 feb 1984 - 163 pagine |
Dall'interno del libro
Risultati 1-3 di 48
Pagina 69
... reduce the number of issues , so as not to give the impression of too much disagreement and to group them together in broader categories . Reducing the number of issues , or demands , that each group puts forward , and classifying them ...
... reduce the number of issues , so as not to give the impression of too much disagreement and to group them together in broader categories . Reducing the number of issues , or demands , that each group puts forward , and classifying them ...
Pagina 101
... reduce their win - lose orientation and help them to discover new areas of agreement . Exercising some influence over the structure of conflict management is one aspect of a third party's non - directive behavior . The other aspect of ...
... reduce their win - lose orientation and help them to discover new areas of agreement . Exercising some influence over the structure of conflict management is one aspect of a third party's non - directive behavior . The other aspect of ...
Pagina 116
... reducing their inflexibility and changing aspects of their strategic evaluation . They do not increase the chances of ... reduce irrationality , control personal animosity ) . These effects can bring about an agreement , or a settlement ...
... reducing their inflexibility and changing aspects of their strategic evaluation . They do not increase the chances of ... reduce irrationality , control personal animosity ) . These effects can bring about an agreement , or a settlement ...
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