Social Conflicts And Third Parties: Strategies Of Conflict ResolutionAvalon Publishing, 21 feb 1984 - 163 pagine |
Dall'interno del libro
Risultati 1-3 di 33
Pagina 26
... activities within a specific context . 1. The development of a sense of mutual positive motivation is undoubtedly important in helping to push the problem - solving process forward . A third party can induce and maintain mutual positive ...
... activities within a specific context . 1. The development of a sense of mutual positive motivation is undoubtedly important in helping to push the problem - solving process forward . A third party can induce and maintain mutual positive ...
Pagina 45
... Third party activities which pertain to the second category include ; 4 . clarifying feelings and motives considering human needs , values and aspirations discerning and defining a motivational orientation , and providing encouragement ...
... Third party activities which pertain to the second category include ; 4 . clarifying feelings and motives considering human needs , values and aspirations discerning and defining a motivational orientation , and providing encouragement ...
Pagina 146
... third parties encompasses a very wide range of activities . Some of these activities are merely administrative , judicial , or mechanical . Other , and more promising , third party activities include dissemination of information , helping ...
... third parties encompasses a very wide range of activities . Some of these activities are merely administrative , judicial , or mechanical . Other , and more promising , third party activities include dissemination of information , helping ...
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