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 65
... representative , especially the position of the union representatives and to build him up in the eyes of his co- workers . If you don't get a representative to ' look good ' , the whole process is doomed to failure . The ultimate ...
... representative , especially the position of the union representatives and to build him up in the eyes of his co- workers . If you don't get a representative to ' look good ' , the whole process is doomed to failure . The ultimate ...
Pagina 69
... representatives of two groups together . Through its control over the administrative dimension of conflict management and the conduct of meetings , a third party can help both groups focus on some real issues and concentrate on the task ...
... representatives of two groups together . Through its control over the administrative dimension of conflict management and the conduct of meetings , a third party can help both groups focus on some real issues and concentrate on the task ...
Pagina 70
... representatives . Not only must the representatives do a good job , but his client must be convinced that he has done one ... protect- ing the status of the people you are dealing with is basic , but it is frequently overlooked by ...
... representatives . Not only must the representatives do a good job , but his client must be convinced that he has done one ... protect- ing the status of the people you are dealing with is basic , but it is frequently overlooked by ...
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