Showing papers on "Realistic conflict theory published in 1994"

Interpersonal conflict during adolescence.

Abstract: Interpersonal conflict is considered within various frameworks of adolescent development. Conflict, defined as behavioral opposition, is distinguished from related constructs. Differences between adolescent relationships and across age groups are reviewed in the incidence and intensity, resolution, and outcome of conflict. Influences of setting on conflict behaviors and effects are emphasized. The evidence does not reveal dramatic shifts in conflict behavior as a function of age or maturation. Consistent differences do emerge, however, when adolescent relationships and conflict settings are considered. It is argued that a social relational model based on principles of interdependence and equity provides an alternative to psychoanalytic, sociobiological, and cognitive-developmental accounts of conflict behavior during adolescence.

Models of Conflict Management

Abstract: Conflict can arise in virtually any social setting, be it between or within individuals, groups, organizations, or nations. Such conflict can be managed in any of a number of possible ways. These include domination through physical or psychological means, capitulation, inaction, withdrawal, negotiation, or the intervention of a third party. This article explores the latter two approaches to conflict management, first examining two very different models—mutual gains and concession-convergence—that have emerged for the understanding of negotiation, and then turning to the roles and functions of outside intervenors.

Conflict: From Theory to Action

Abstract: Each chapter begins with "Objectives" and "Key Terms," and concludes with "From Theory to Action." PART I.UNDERSTANDING THE NATURE OF CONFLICT. 1.Introduction to the Study of Conflict. A Perspective on Conflict. The Inevitability of Conflict. The Consequences of Conflict. 2.People in Conflict: Values, Attitudes, and Beliefs. Socialization and Conflict. Attitudes toward Communication and Conflict. Functional Beliefs for Managing and Resolving Conflict. 3.Culture and Gender in Conflict. A Hierarchical Model of Cultural Understanding. The Hierarchical Model and Cultural Variability. The Challenge of Diversity. Sex, Gender, and Conflict. PART II.UNDERSTANDING HOW CONFLICT WORKS. 4.Types of Conflict. Types of Conflict. Issues as Indicators of Real and Substantive Conflicts. Moral Conflict. 5.The Process of Conflict: Phases and Cycles. Phase Theories of Conflict. Patterns and Cycles in Conflict. Conflict as a Process. 6.Conflict Styles, Strategies, and Tactics. Conflict Styles, Strategies, and Tactics. Conflict Strategies and Tactics. Collaboration: The Preferred Style. Case Studies of Cultural Differences in Conflict Resolution Styles. PART III. ANALYZING CONFLICT: THEORY AND RESEARCH IN INTERPERSONAL CONFLICT. 7.Social-Psychological Perspectives of Conflict. Psychodynamic and Attribution Theories. Relationship Theories. Structural Theory. 8.A Communication Perspective on Conflict Behavior. Linear versus Transactional Views of Communication and Conflict. Rules and Conflict Communication. Communication Competence and Conflict Behavior. Examining Goals and Effects in Conflict Situations. 9.Research on Intimacy and Conflict. Intimate and Marital Conflict Issues. Relationship Life Cycle, Aging, and Conflict Style. PART IV.EFFECTIVE COMMUNICATION BEHAVIOR. 10.Using the S-TLC System. The S-TLC System. Thinking about Conflict: Analyzing Conflict Situations. Listening in Conflict Situations. 11.Choosing among the Communication Options in Conflict Situations. Conflict Communication Options. Communication Considerations: Which Conflict Communication Option Is Best? 12.Effectively Confronting Others. The Interpersonal Conflict Ritual: Six Steps to Successful Confrontation. Doing Conflict Messages: Using I-Statements. Dealing with People Who Play Games. Confronting "Difficult" People. 13.Cooperative Negotiation in Win-Lose Conflicts. Conflicts over Two Types of Resources. Bargaining and Negotiation. Strategies for Tangible-Issue Conflicts. PART V.ESCALATING AND DE-ESCALATING CONFLICT. 14.The Escalation of Conflict: Anger and Stress. The Emotion of Anger. Containing Escalation. Stress and Escalation of Conflict. 15.Impression Management in Conflict Situations. Understanding the Demands of Face. Embarrassment as a Face-Threatening Situation. Methods for Correcting One's Impression. 16.After the Conflict: Forgiveness and Reconciliation. Conflicts and Relational Transgressions. Relational Transgressions. Conflict, Forgiveness, and Reconciliation. Appendix A: Mediation as Third-Party Intervention. Appendix B: Example of a Conflict Assessment.

Generic Principles for Resolving Intergroup Conflict

Abstract: Poorly managed intergroup conflict is the world’s most costly and intractable social issue. At low intensity, it is expressed through prejudice, discrimination, and oppression, which perpetuate inequality and injustice, sap the resources, and underutilize the diversity of human systems.

Constructive Conflict Management and Social Problems: An Introduction

Abstract: The goals of this special issue on constructive conflict management are (1) to highlight the feasibility of using constructive conflict management to deal with conflicts arising as a consequence of interpersonal or intergroup diversity; (2) to promote understanding of how to manage conflict more constructively through the presentation of theoretical pieces, case histories, and empirical studies; and (3) to identify the conflict areas most urgently requiring research and policy attention. A brief background of social conflict research and a summary of each article is provided.

The Arab—Israeli Conflict: Learning Conflict Resolution

Abstract: The Arab—Israeli conflict, which at first had a zero-sum, protracted nature, has changed over time because of effective conflict management that has made conflict reduction and even resolution possible. Following an adaptation process in response to the outcomes of the Six Day War, and the shifts from suppression to regulation, and vice versa, both sides experienced after the Yom Kippur War some learning process by which they became ready to transform their mode of thinking in the conflict. However, without the active encouragement of the USA, the learning process could not be developed. However, the Arab—Israeli conflict is not a single conflict, especially when analyzing and evaluating movements toward new forms of behavior in a given conflict system. The differences in the rate and scope of learning in each conflict influenced differently the shifts in conflict management, and from conflict management to conflict resolution. An initial learning process proved to be necessary for shifting from regulatio...

Resolution of Evolutionary Conflict : a General Theory and Its Applications

Abstract: While many cases in which conflict over the evolution of social behavior exists even between closely related individuals (e.g., parent-offspring conflict) have been pointed out, little attention has been paid on the problem of where such conflict should lead. A general theory of conflict resolution, however, has recently been developed. The key idea of the theory is the incorporation of conflict costs in the inclusive fitness evaluation. The theory shows that if both sides engaged in the conflict can potentially control the other at a cost, the coevolutionary game of escalating the fight with increased conflict costs always leads either side to give in to the other, resolving the conflict. Here we examine the logical basis of the theory in terms of a simplest example, donor-recipient conflict over the evolution of altruism, and to show its different types of application we review two more specific examples: reproductive-worker conflict over true (sterile) worker evolution in termites and insider-outsider conflict over group size determination. The latter exemplifies the resolution of conflict over the value of a variable (group size in this case) rather than a behavior, suggesting extended applicability of the basic theory.