Social Conflicts And Third Parties: Strategies Of Conflict ResolutionAvalon Publishing, 21 feb 1984 - 163 pagine |
Dall'interno del libro
Risultati 1-3 di 29
Pagina 4
... social systems and social conflicts , we have to adopt a much wider focus and study those structures or situations which promote mutually incompatible interests or values . Dahrendorf ( 1959 ) , for instance , suggests that conflicts ...
... social systems and social conflicts , we have to adopt a much wider focus and study those structures or situations which promote mutually incompatible interests or values . Dahrendorf ( 1959 ) , for instance , suggests that conflicts ...
Pagina 134
... social systems and how their openness , permeability , and interaction with an environment pose very serious ... social position . · To appreciate the differences in conflict management between individuals and larger social systems , the ...
... social systems and how their openness , permeability , and interaction with an environment pose very serious ... social position . · To appreciate the differences in conflict management between individuals and larger social systems , the ...
Pagina 136
... systems ( rather than actual content ) and that it does not affect ... social system . Extending the process of individual decision - making and ... social levels is a fundamental feature of all social situations . At the heart of the ...
... systems ( rather than actual content ) and that it does not affect ... social system . Extending the process of individual decision - making and ... social levels is a fundamental feature of all social situations . At the heart of the ...
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