Showing papers on "Conflict management published in 1996"
Book•
01 Jun 1996
TL;DR: In this article, the authors present a framework that should guide both national governments and the international community in discharging their respective responsibilities in internal conflicts in Africa, showing how that responsibility can be exercised by states over their own populations and by other states in assistance to their fellow sovereigns.
Abstract: Sovereignty, according to the authors, can no longer be seen as a protection against interference, but as a charge of responsibility where the state is accountable to both domestic and external constituencies. In internal conflicts in Africa, sovereign states have often failed to take responsibility for their own citizens' welfare and for the humanitarian consequences of conflict, leaving the victims with no protection or assistance. This book shows how that responsibility can be exercised by states over their own populations and by other states in assistance to their fellow sovereigns. The authors present a framework that should guide both national governments and the international community in discharging their respective responsibilities. They develop broad principles by examining identity as a potential source of conflict, governance as a matter of managing conflict, and economics as a policy field for conflict prevention. Considering conflict management, political stability, economic development, and social welfare as functions of governance, they also develop strategies, guidelines, and roles for its responsible exercise. Approaching conflict management from the perspective of the responsibilities of sovereignty provides a framework for evaluating government accountability. It proposes standards that guide performance and sharpen tools of conflict prevention rather than simply making post hoc judgments on success or failure. The authors demonstrate that sovereignty as responsibility is both a national obligation and a global imperative.
315 citations
TL;DR: A more complete empirical analysis of the spectrum of third-party procedures used to manage international crises reveals that two techniques in particular are most effective: mediation efforts and thirdparty activities to open or maintain lines of communication.
Abstract: Although agents employ a wide range of conflict management techniques in practice, scholars have evaluated only a few of these. A more complete empirical analysis of the spectrum of third-party procedures used to manage international crises reveals that two techniques in particular are most effective: mediation efforts and third-party activities to open or maintain lines of communication. The endpoints of preventing escalation and promoting peaceful settlement take into account the notion of conflict as a dynamic evolutionary process, consisting of several phases, which in turn affect the outcome of third-party management. Crisis management methods that have proved successful in a bipolar world may be similarly successful in the post-cold war environment, an issue future work must address.
176 citations
TL;DR: In this paper, the unpad of culture on styles of handling interpersonal conflicts was investigated and the results indicated that Arab Middle Eastern executives use more of an integrating and avoiding style in handling interpersonal conflict while U.S. executives use a more obliging, dominating, and compromising style.
Abstract: This study investigated the unpad of culture on styles of handling interpersonal conflicts. The Rahim Organizational Conflict Inventory was used to collect data on the conflict management styles of integrating, obliging, avoiding, dominating, and compromising. Two regions of the world were chosen: Middle Eastern countries and states (n = 913) and the United States (n = 144). MANCOVA was used to analyze the data. The results indicate that Arab Middle Eastern executives use more of an integrating and avoiding style in handling interpersonal conflict while U.S. executives use more of an obliging, dominating, and compromising style. Implications of the findings and future research are discussed.
141 citations
Journal Article•
TL;DR: In this article, the nature and significance of peer conflict is discussed within a social relational framework derived from theories of social exchange and emotional investment, and evidence indicates that close peers' conflict management styles help to avert the threat that disagreement poses to their relationships.
Abstract: The nature and significance of peer conflict is discussed within a social relational framework derived from theories of social exchange and emotional investment. Overall, the rewards of exchanges with close friends must exceed the costs. Because relationships with friends and romantic partners are voluntary, close peers must be es pecially wary about conflict and handle interactions in a manner to preserve rewards in future exchanges. When conflict occurs, close peers are less likely than parents, siblings, and classmates to display coercive, angry tactics that harm relationships and diminish rewards. Evidence indicates that close peers' conflict management styles help to avert the threat that disagreement poses to their relationships. In other rela tionships, conflict management styles reflect power differentials and personal gain.
130 citations
Book•
01 Jan 1996
TL;DR: The Seeds of Conflict: Racism, Anti-Semitism and Xenophobia: a Case-Study of the United States - Conflict Management and the Multi-Ethnic State.
Abstract: Introduction - The Ethnic Question in the World Crisis - The Pitfalls of Ethnicity and Ethnic Conflicts - How Conflict Came About - The Structuring of Identities - The Dynamics of Conflict - Ethnic Conflict and Economic Development - Ethnic Policies - International Dimensions of Ethnic Conflict - The Seeds of Conflict: Racism, Anti-Semitism and Xenophobia: a Case-Study of the United States - Conflict Management and the Multi-Ethnic State - Conclusions - Index
100 citations
Book•
04 Oct 1996
TL;DR: The importance of conflict management in interpersonal relationships a competence-based approach to interpersonal conflict conflict messages background influences on interpersonal conflict proximal influences - spontaneous reactions to conflict conflict conflict outcomes competence in intercultural conflict as mentioned in this paper.
Abstract: The importance of conflict management in interpersonal relationships a competence-based approach to interpersonal conflict conflict messages background influences on interpersonal conflict proximal influences - spontaneous reactions to conflict conflict outcomes competence in intercultural conflict.
95 citations
TL;DR: In this article, Carnevale et al. found that high time pressure increased the mediators' use of pressing messages and decreased the use of inaction messages, while participants also sent more reflexive messages when trust was low.
Abstract: Participants in a laboratory experiment (N = 79) role-played managers mediating a dispute between 2 peers. Building on previous research ( e.g., P.J. Carnevale & D. E. Conlon, 1988) and theory (e.g., D. G. Pruitt, 1981), a 2 X 3 factorial design varied time pressure on the mediators (high vs. low time pressure) and trust exhibited between 2 preprogrammed disputants ( high trust vs. low trust vs. a no-message control group). Participants could choose from messages exhibiting P. J. Carnevale's (1986) Strategic Choice Model of Conflict Mediation (inaction, pressing, compensating, or integrating), as well as rapport-building messages from K. Kressel's (1972) reflexive strategy. Results suggested that high time pressure increased the mediators' use of pressing messages and decreased the use of inaction messages. Participants also sent more reflexive messages when trust was low. Results are discussed in terms of mediation and conflict management theory.
91 citations
Book•
01 Sep 1996
TL;DR: The CAC Handbook as mentioned in this paper is the result of thirty-five years of academic research, originally of an abstract and theoretical kind but increasingly, during the 1980s and 1990s, becoming a practical intervention into protracted and deep-rooted conflicts, partly with the objective of testing out the usefulness of theoretical work.
Abstract: INTRODUCTIONThis Handbook is intended to be practical, brief and forthright,nbut its origins are exactly the opposite. It is the result of thirtynyears of academic research, originally of an abstract andntheoretical kind but increasingly, during the 1980s and 1990s,ninvolving practical interventions into protracted and deep-rootednconflicts, partly with the objective of testing out the usefulness ofnthat theoretical work. The ideas it presents have grown out of thencollaborative efforts of a discussion group, which began its work atnUniversity College, London, being then officially entitled 'ThenCentre for the Analysis of Conflict', and known to its members as 'CAC'.nOriginsCAC was formed in the mid-1960s. At that time, political sciencenwas undergoing a 'behavioural' revolution, which threw intonquestion many of the assumptions that had previously led peoplento regard violence and warfare as inevitable. Its members were allnsocial scientists, but trained in different disciplines. We shared anconviction that prevailing views of conflict in internationalnrelations were inadequate, and within this general framework wenattempted to promote three objectives. First, we sought tonimprove our understanding of conflict, and in particular thenpolitics of conflict. Second, we set out to develop contactsnbetween academics and political decision-makers, so that ourntheories could reflect real-world experience. And third, we hopednto create stronger ties between theory and practice, so that thenideas of social science could become relevant and usable. n
87 citations
TL;DR: In this article, a model for understanding conflict-induced sense-making behaviors, grounded in the conflict and social cognition literatures, is proposed, and three components of sensemaking are proposed: emotional, cognitive, and behavioral.
Abstract: Theoretical and empirical models of interpersonal conflict focus primarily on engagement and avoidance behaviors between the conflict parties. Recent studies of workplace conflicts, however, suggest that encounters with third parties (e.g., co-workers, friends, family) are common responses to perceived incompatibility of interests. This paper introduces a model for understanding conflict-induced sensemaking behaviors, grounded in the conflict and social cognition literatures. Three components of sensemaking are proposed-emotional, cognitive, and behavioral. These elements are influenced by the focus of the party initiating sensemaking, as we illustrate through case-history scenarios.
79 citations
TL;DR: In this paper, the authors address conflict management in contexts where pastoralists and agropastoralists are engaged in multiple resource use systems, and examine the causes of conflict in these contexts, and discuss innovative approaches to its prevention and management.
Abstract: Summaries The article addresses conflict management in contexts where pastoralists and agro‐pastoralists are engaged in multiple resource use systems. In these a resource is used by more than one owner, either for the same purposes (e.g. rangelands which are grazed by different herdowners or groups of herdowners), or for different purposes (e.g. wetlands which are used for both cropping and for grazing). In such situations conflicts and disputes and attempts to resolve, accommodate or manage conflict, have become increasingly important issues. The article examines the causes of conflict in these contexts, and discusses innovative approaches to its prevention and management. Also explored are the implications for conflict management of policies and programmes which promote decentralization and the empowerment of local decision makers.
56 citations
TL;DR: This article discussed strategies of conflict management from a cognitive perspective and attempted to explicate redressive mechanisms involved in conversation on the basis of the premise that the speaker's intention may be conveyed by sequences of acts as outputs of plans.
Book•
29 Nov 1996
TL;DR: The Northern Ireland Conflict: Issues and Interpretations - Conflict Management Practice: The Structural Approach Conflict Management practice: The Cultural Approach - Complementarity in Conflict Management Theory: Resolution and Settlement Approaches - The Community Relations Council: An Examination of the Cultural Approach to Conflict Management as discussed by the authors.
Abstract: List of Tables and Figures - Acknowledgements - List of Abbreviations and Acronyms - Introduction - The Northern Ireland Conflict: Issues and Interpretations - Conflict Management Practice: The Structural Approach - Conflict Management Practice: The Cultural Approach - Complementarity in Conflict Management Theory: Resolution and Settlement Approaches - The Brooke Initiative: An Examination of the Structural Approach to Conflict Management - The Community Relations Council: An Examination of the Cultural Approach to Conflict Management - Complementarity in Practice: Northern Ireland - A Model of Complementarity in Conflict Management - Concluding Remarks - Appendix: Biographical Details of Interviewees - Notes - Bibliography - Index
01 Jan 1996
TL;DR: Clements, Gordon Hein, Johan Saravanamuttu, and Jandt as mentioned in this paper discussed the cultural context of mediation and constructive conflict management in Malaysia and the effects of ethnic conflict resolution in Sri Lanka.
Abstract: Forewords - Kevin P Clements, Gordon Hein, Johan Saravanamuttu INTRODUCTION Culturally Contextual Models for Creative Conflict Management - Paul B Pederson and Fred E Jandt PART ONE: THE REGIONAL/CULTURAL CONTEXT Community Mediation in Malaysia - Wan Halim Othman A Pilot Program for the Department of National Unity The Reconciliation System of the Republic of China - Shir-Shing Huang The Moral Recovery Program as a Political Tool for Social Transformation in the Philippines - Maraya de Jesus Chebat PART TWO: NUCLEAR FAMILY CONFLICT Culture and Conflict in Canada - Michelle LeBaron Tradition and Transition Nabin and Nasima - Madaripur Legal Aid Association A Clash of Hindu and Muslim Communities Khukumoni and Masud - Madaripur Legal Aid Association Living Happily Now Rawshan Ara - Madaripur Legal Aid Association The Victim of Polygamy PART THREE: EXTENDED FAMILY CONFLICT Conflict over the Role of Women in Contemporary China - Xue Wang Prospects for Liberation and Resolution The Effects of Tribal Wars on Personal and Family Disputes in Papua New Guinea - Julie Forster Smith Mediation, an Effective Way of Conflict Resolution - Ariya Rubasinghe Sri Lanka Experience PART FOUR: LAND AND ENVIRONMENTAL CONFLICT Ishaq Gets Back Land after 40 Years - Madaripur Legal Aid Association Vendetta and Buddhist Mediator in Southern Thailand - Chalidaporn Songsamphan Tiger Saves Taiga - Jae Hyun Yoo Saving the Siberian Ecosystem from Hyundai's Logging Operations Toxic Waste Management in Malaysia - Gurmit Singh The Dumping of Industrial Waste in Teshima, Japan - Masaki Yokoyama PART FIVE: BUSINESS CONFLICTS Child Labor in Nepal's Carpet Industries - Gauri Pradhan Arbitration in Thailand - Nacha Worawatanamateekul China and Japan Dispute Copyright of 'Ultraman' Toys - Lu Guojiang PART SIX: NEIGHBORHOOD DISPUTES Han and Hui and a Shared Cooking Stove - Lu Guojiang Citizens' Right to Their Reputation - Lu Guojiang Manakamana Village's Demand for Drinking Water - Jagadish C Pokharel PART SEVEN: CONFLICTS INVOLVING INDIGENOUS PEOPLES An Indigenous Perspective on an Aspect of Reconciliation - Pauline Tangiora Philippine Rural Development and Indigenous Communities - Eduardo C Tadem Aytas and the Sacobia Project Recent Attempt at Ethnic Conflict Resolution in Sri Lanka - Jayadeva Uyangoda CONCLUSION The Cultural Context of Mediation and Constructive Conflict Management - Fred E Jandt and Paul B Pedersen
Book•
30 Sep 1996TL;DR: In this article, the Radium Girls and the media and social change in the early 20th century were discussed, and the importance of dramatic events was discussed. But the Radial Girls were not involved in any of the campaigns.
Abstract: Introduction Specialized Media Forest and Stream Magazine and the Redefinition of Hunting Mainstream Media The Radium Girls The Media and Social Change I. Mother of the Forest The Media and Social Change II. The Great Alaskan Land Fraud Media and Competing Power Groups A Big Dam Controversy Conflict Management and Scientific Understanding The 1920s Ethyl Leaded Gasoline Controversy The Importance of Dramatic Events The Donora Killer Smog and Smoke Abatement Campaigns Conclusion
TL;DR: The establishment of a marine reserve at Jervis Bay was proposed in 1994 and the aim of the proposal was to ensure the environmental sustainability of an important coastal resource which is subjected to multiple uses as discussed by the authors.
TL;DR: This article explored Chinese conflict management styles in the context of international joint ventures in the People's Republic of China (PRC) and found that Chinese managers tend to adopt contingent, long-term, contextual, and holistic approaches to conflict resolution.
Abstract: This paper centers on the exploration of Chinese conflict management styles in the context of international joint ventures in the People's Republic of China (PRC). Based on interviews conducted with directing managers in U.S.‐Chinese joint ventures and seminars held in China on conflict management in such ventures, major characteristics of Chinese conflict management styles are discussed. Influenced by the traditional Chinese values, norms, and philosophies, Chinese managers in joint ventures tend to adopt contingent, long‐term, contextual, and holistic approaches to conflict resolution.
TL;DR: The case of the Canadian Forest Round Table on Sustainable Development as mentioned in this paper provides evidence of diverse stakeholder representatives managing their conflict through dialogue, informal exchange, and field trips, and reveals new insights on factors which facilitate constructive conflict management and collaboration in a multistakeholder context.
Abstract: The case of the Canadian Forest Round Table on Sustainable Development provides evidence of diverse stakeholder representatives managing their conflict through dialogue, informal exchange, and field trips. This case study reveals new insights on factors which facilitate constructive conflict management and collaboration in a multistakeholder context. The findings indicate the value of dialogue, common evidence, and shared experience. Implications for theory and practice are discussed.
TL;DR: In this article, the authors summarized the extant research investigating the relationships between managers' conflict management strategies and subordinate outcomes and reported the results of a study investigating the relationship between conflict management and outcomes.
Abstract: This article summarizes the extant research investigating the relationships between managers' conflict management strategies and subordinate outcomes and reports the results of a study investigatin...
Book•
01 Jan 1996
TL;DR: In this article, the authors examine the efforts of Cote d'Ivoire, Ghana, and Nigeria to manage their conflicts and evaluate the prospects of the three nations for effective regimes for managing conflicts in the future.
Abstract: Africa is known as a continent of conflict. Entire regions have been caught up in violent conflicts that have sometimes resulted in state collapse. Yet during its nearly four decades of independence, West Africa has known comparatively little violent conflict and has had diverse experiences in managing the conflicts of demand-bearing groups.
As this book demonstrates, governance is conflict management. Governments are needed to handle the conflicting demands posed by groups in society and to reduce the conflicts that arise among the groups themselves. Unmanaged, these conflicts can escalate into violence; but managed, they give governments choice and direction, as well as energies to carry out essential programs.
The authors examine the efforts of Cote d'Ivoire, Ghana, and Nigeria to manage their conflicts and evaluate the prospects of the three nations for effective regimes for managing conflicts in the future. By suggesting explanations for their past successes and failures, this study of West Africa contributes to an understanding of governance and conflict management. The lessons are far-reaching and applicable well beyond the African continent.
TL;DR: The authors examined the Forest Conference as a conflict management effort and identified three basic dispute resolution approaches relevant to the conference: traditional public participation, arbitration, and multiparty collaboration, and concluded that Clinton's collaborative discourse could not be sustained by, and was inconsistent with, the arbitration-like structure of the conference.
Abstract: Management of the public forest lands in the Pacific Northwest is in crisis, caught between ecological and economic values, and the people who hold them. Recognizing this, presidential candidate Bill Clinton pledged in 1992 to hold a “timber summit”; early in his administration. The president honored that promise, chairing, along with Vice President Gore and four cabinet members, a day‐long “Forest Conference”; in Portland, Oregon, on April 2, 1993. This article examines the Forest Conference as a conflict management effort. It provides a context for evaluating the Forest Conference as conflict management, and then outlines three basic dispute resolution approaches relevant to the conference: traditional public participation, arbitration, and multiparty collaboration. Application of these approaches reveals that President Clinton's “collaborative”; discourse could not be sustained by, and was inconsistent with, the arbitration‐like structure of the conference. Clinton's “60‐day pledge”; of action transfor...
Book•
01 Jan 1996
TL;DR: In this article, the authors present a cross-cultural team building approach for cross-culture learning, bridging the language gap through international networking culture change and team building in Hungary training Germans and Americans in conflict management.
Abstract: Introduction to cross-cultural team building the business of culture and the culture of business management and the structure of culture bridging the language gap through international networking culture change and team building in Hungary training Germans and Americans in conflict management team building in the United Nations team building in Asia diversity and team building reducing prejudice between unions and management leading and facilitating international teams facilitation skills for cross-cultural learning.
TL;DR: This paper conducted interviews with 28 individuals involved in British Columbia forest politics to determine their perceptions of the configuration of power, the nature of their political behavior, their dispositions with respect to institutionalized conflict resolution processes, and their policy goals.
Abstract: Political actors' perceptions of the contexts in which they act influence their strategies and behavior. A key element of political contexts is the configuration of power with respect to a conflict. We interviewed 28 individuals involved in British Columbia forest politics to determine their perceptions of the configuration of power, the nature of their political behavior, their dispositions with respect to institutionalized conflict resolution processes, and their policy goals. Our analysis generated two sets of conclusions. First, the B.C. government's efforts to address forest conflict will be hindered by the inconsistency between the conflict management strategy they have chosen and the mental models of politics held by key political actors. Second, the subjective realities of political actors can be used to explain variation in political behavior.
TL;DR: In this paper, the authors present an integrative approach to understand and manage interpersonal conflicts that can be applied both to intragroup conflicts in psychotherapy groups and to the marital and organizational environment within either a psychoanalytical or an action-oriented framework.
Abstract: The author presents an integrative approach to understanding and managing interpersonal conflicts that can be applied both to intragroup conflicts in psychotherapy groups and to the marital and organizational environment within either a psychoanalytical or an action-orientated framework. Four levels of intervention approaches are reviewed, including their underlying theoretical assumptions. At the first `emotional' level of conflict-management, group leaders focus on the expression of pent-up hostility. At the second `intrapsychic' level, they focus on the correction of perceptual distortions in one or both of the antagonists. At the third `interpersonal' level, leaders focus on disturbances of interaction and communication between two antagonists and at the fourth `group-as-a-whole' level, they focus on global group dynamic factors that seem to be influencing the conflict. Perspectives that focus solely on one level are seen as limited and incomplete.
Journal Article•
TL;DR: The situations that cause stress are discussed and the methods used to resolve conflict are identified.
Abstract: Identifying the causes of conflict and the effective measures to negotiate successful solutions encourages win-win situations. The situations that cause stress are discussed and the methods used to resolve conflict are identified.
Book•
01 Jan 1996
TL;DR: In this article, the authors propose the insertion of mediation windows into ongoing arbitration proceedings, thus combining the benefits of arbitration and mediation in a way that allows mediation to be effective without compromising the arbitration procedure.
Abstract: This text sets out dispute resolution techniques for international business. It explains how both international commercial arbitration and the relevant alternative techniques actually work in practice, and discusses ways in which they can be combined in effective and efficient conflict management. Based on a comprehensive empirical analysis of the process of international arbitration, the text uncovers a fundamental conflict between the effectiveness of any mediation attempts by the arbitrator and the integrity of the arbitration process. The author proposes the insertion of neatly separated "mediation windows" into ongoing arbitration proceedings, thus combining the benefits of arbitration and mediation in a way that allows mediation to be effective without compromising the arbitration procedure.
TL;DR: This paper examined the associations among integrative, distributive, and avoidance conflict styles and two methods of characterizing members' perceptions of intragroup problens: problem source and problem analysis.
Abstract: This study examined the associations among integrative, distributive, and avoidance conflict styles and two methods of characterizing members'perceptions of intragroup problens. The "problem source" approach was based on three common sources of conflict: task, participative, and social issues. The "problem analysis" approach was derivedfrom research in social cognition and included perceptions of problem frequency, goal mutuality, goal-path uncertainty, causal attribution to the group, causal attribution to one member; and negative feelings for the group. Overall, problem analyses provided a more powerful account (of conflict styles than did problem sources. The discussion addresses the specific role of' attributions, negative feelings, goal mutuality, and goal-path uncertainty as they relate to conflict management styles.
TL;DR: Land management practices have been developed primarily by focusing on resource objectives, but public perceptions of these practices are seldom considered until after they have been introduced and conflicts have developed among different user groups.
Abstract: Land management practices have been developed primarily by focusing on resource objectives. Public perceptions of these practices are seldom considered until after they have been introduced and conflicts have developed among different user groups. This paper reviews attitudes about conflicts and approaches to managing conflicts. The causes of conflict (misunderstanding, lack of information, differing interests, and/or personal values) will determine how successfully a conflict can be managed. Collaborative methods have become very popular, and can effectively address conflicts originating from misunderstandings or differing interests. However, for collaborative processes to be successful when dealing with value-based conflicts, considerable time and a skilled third party facilitator has generally been required. Additional index words: Collaboration, conflict resolution, rangeland policy.
TL;DR: This article investigated whether the use of two stress management strategies, conflict management and clarification of work expectations, can predict reductions in stressors such as role conflict, role ambiguity, quantitative work overload, and time pressure.
Abstract: The ability to take personal control of stressors may help reduce the effects of stress. The purpose of this study is to investigate whether the use of two stress management strategies, conflict management and clarification of work expectations, can predict reductions in stressors—role conflict, role ambiguity, quantitative work overload, and time pressure—as well as overall stress reactions. The four stressors were selected because of their relevancy to middle managers whose companies had downsized. One hundred and twenty middle managers from midwestern companies participated in the study. Results indicate that the two stress management strategies do significantly predict lower scores on both the specific stressors tested and on levels of overall stress reactions.