Social Conflicts And Third Parties: Strategies Of Conflict ResolutionAvalon Publishing, 21 feb 1984 - 163 pagine |
Dall'interno del libro
Risultati 1-3 di 68
Pagina 29
... Structure and Proceedings . The structure and proceedings of problem - solving interventions are as important , to the analysis and resolution of conflict , as the setting . The structure of intervention is characterized by informal and ...
... Structure and Proceedings . The structure and proceedings of problem - solving interventions are as important , to the analysis and resolution of conflict , as the setting . The structure of intervention is characterized by informal and ...
Pagina 39
... structure in which each person gives to , and receives from , the other values and resources . It is also a structure which generates considerable incompatibility and conflict between the two individuals who have inducements to remain ...
... structure in which each person gives to , and receives from , the other values and resources . It is also a structure which generates considerable incompatibility and conflict between the two individuals who have inducements to remain ...
Pagina 146
... structure , and a distinction between internal and external factors ( Kilman & Thomas , 1978 ; Roark & Wilkinson , 1979 ) . The first distinction places conflict manage- ment in a temporal ( e.g. events ) , or relational ( e.g. ...
... structure , and a distinction between internal and external factors ( Kilman & Thomas , 1978 ; Roark & Wilkinson , 1979 ) . The first distinction places conflict manage- ment in a temporal ( e.g. events ) , or relational ( e.g. ...
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