Social Conflicts And Third Parties: Strategies Of Conflict ResolutionAvalon Publishing, 21 feb 1984 - 163 pagine |
Dall'interno del libro
Risultati 1-3 di 55
Pagina 16
... relationships . The best way to capture the complexity of this framework is to recall that third parties operate within the process of conflict management and negotiation and that this process includes features such as background ...
... relationships . The best way to capture the complexity of this framework is to recall that third parties operate within the process of conflict management and negotiation and that this process includes features such as background ...
Pagina 62
... relationships should be paramount in their approach . FIGURE 4.1 Conflict Management Styles High ( concern for relationship ) ASSERTIVENESS WIN - LOSE STYLES COMPETITION 1,9 ( low concern for goals , high concern for relationship ) WIN ...
... relationships should be paramount in their approach . FIGURE 4.1 Conflict Management Styles High ( concern for relationship ) ASSERTIVENESS WIN - LOSE STYLES COMPETITION 1,9 ( low concern for goals , high concern for relationship ) WIN ...
Pagina 67
... relationships between the parties , the relationship between representatives and their constituents , and the causes of the conflict . How do third parties approach this task , and with which tools do they operate ? 1 . Discovering ...
... relationships between the parties , the relationship between representatives and their constituents , and the causes of the conflict . How do third parties approach this task , and with which tools do they operate ? 1 . Discovering ...
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