Third-Party Contributions to Conflict Management: International Mediations and Beyond

1995 ◽  
Vol 40 (2) ◽  
pp. 121-123
Author(s):  
Dean G. Pruitt
Keyword(s):  
Conflict Management ◽  
Third Party

Preventing War and Providing the Peace?

2009 ◽  
Vol 26 (2) ◽  
pp. 144-163 ◽  
Author(s):  
Megan Shannon
Keyword(s):  
Conflict Resolution ◽  
Conflict Management ◽  
Causal Relationship ◽  
International Organizations ◽  
Dispute Settlement ◽  
Claims Data ◽  
Third Party ◽  
Trust Building ◽  
Territorial Claims ◽  
Bilateral Negotiations

I explore whether international organizations (IOs) promote peaceful conflict management. Using territorial claims data, I find that organizations with interventionist capabilities encourage disputing members to attempt peaceful conflict resolution. Then, to more fully uncover the causal relationship between IOs and conflict management, I investigate the influence of IOs on bilateral dispute settlement separately from third party settlement.The analyses reveal that institutions do not promote bilateral negotiations between members, indicating that the socialization and trust-building capabilities of IOs are limited. However, institutions foster multilateral talks, demonstrating that IOs broker bargaining with third party diplomatic intervention.

Managing Family-Related Conflicts in Family Businesses: A Review and Research Agenda

2019 ◽  
Vol 33 (1) ◽  
pp. 90-113 ◽  
Author(s):  
Hong Qiu ◽  
Mark Freel
Keyword(s):  
Conflict Management ◽  
Family Business ◽  
Research Agenda ◽  
Conflicts Of Interest ◽  
Management Strategies ◽  
Family Businesses ◽  
Third Party ◽  
Third Party Intervention ◽  
Work Family ◽  
Conflict Research

This review examines how family businesses manage family-related conflicts that occur at three interfaces: family-business, family-ownership, and family-business-ownership. We find that work-family conflicts, conflicts of interest, and relationship conflicts are prevalent family-related conflicts. Four conflict management strategies are frequently used to deal with these conflicts: vacillation, domination, separation, and third-party intervention. The popularity of these strategies is influenced by some unique characteristics of family businesses, such as high emotional attachment among family members. By integrating insights from the broader conflict research, paradox and dialectic studies, we develop a research agenda targeted at better connecting family-related conflicts to conflict management strategies.

Conflict Management of Territorial Disputes

2017 ◽  
Author(s):  
Krista E. Wiegand
Keyword(s):  
Conflict Management ◽  
Dispute Resolution ◽  
Armed Conflicts ◽  
Third Party ◽  
Territorial Disputes ◽  
Management Tools ◽  
Peaceful Resolution ◽  
Interstate Disputes ◽  
Maritime Disputes ◽  
Bilateral Negotiations

Despite the decline in interstate wars, there remain dozens of interstate disputes that could erupt into diplomatic crises and evolve into military escalation. By far the most difficult interstate dispute that exists are territorial disputes, followed by maritime and river boundary disputes. These disputes are not only costly for the states involved, but also potentially dangerous for states in the region and allies of disputant states who could become entrapped in armed conflicts. Fortunately, though many disputes remain unresolved and some disputes endure for decades or more than a century, many other disputes are peacefully resolved through conflict management tools. Understanding the factors that influence conflict management—the means by which governments decide their foreign policy strategies relating to interstate disputes and civil conflicts—is critical to policy makers and scholars interested in the peaceful resolution of such disputes. Though conflict management of territorial and maritime disputes can include a spectrum of management tools, including use of force, most conflict management tools are peaceful, involving direct bilateral negotiations between the disputant states, non-binding third party mediation, or binding legal dispute resolution. Governments most often attempt the most direct dispute resolution method, which is bilateral negotiations, but often, such negotiations break down due to uncompromising positions of the disputing states, leading governments to turn to other resolution methods. There are pros and cons of each of the dispute resolution methods and certain factors will influence the decisions that governments make about the management of their territorial and maritime disputes. Overall, the peaceful resolution of territorial and maritime disputes is an important but complicated issue for states both directly involved and indirectly affected by the persistence of such disputes.

Shared perceptions of supervisor conflict management style

2016 ◽  
Vol 27 (1) ◽  
pp. 25-49 ◽  
Author(s):  
Kirsten A. Way ◽  
Nerina L Jimmieson ◽  
Prashant Bordia
Keyword(s):  
Conflict Management ◽  
Positive Association ◽  
Well Being ◽  
Management Style ◽  
Third Party ◽  
Relationship Conflict ◽  
Content Type ◽  
Stress Buffering ◽  
Conflict Management Style ◽  
Anxiety Depression

Purpose – This study aims to investigate the extent to which employee outcomes (anxiety/depression, bullying and workers’ compensation claims thoughts) are affected by shared perceptions of supervisor conflict management style (CMS). Further, this study aims to assess cross-level moderating effects of supervisor CMS climate on the positive association between relationship conflict and these outcomes. Design/methodology/approach – Multilevel modeling was conducted using a sample of 401 employees nested in 69 workgroups. Findings – High collaborating, low yielding and low forcing climates (positive supervisor climates) were associated with lower anxiety/depression, bullying and claim thoughts. Unexpectedly, the direction of moderation showed that the positive association between relationship conflict and anxiety/depression and bullying was stronger for positive supervisor CMS climates than for negative supervisor CMS climates (low collaborating, high yielding and high forcing). Nevertheless, these interactions revealed that positive supervisor climates were the most effective at reducing anxiety/depression and bullying when relationship conflict was low. For claim thoughts, positive supervisor CMS climates had the predicted stress-buffering effects. Research limitations/implications – Employees benefit from supervisors creating positive CMS climates when dealing with conflict as a third party, and intervening when conflict is low, when their intervention is more likely to minimize anxiety/depression and bullying. Originality/value – By considering the unique perspective of employees’ shared perceptions of supervisor CMS, important implications for the span of influence of supervisor behavior on employee well-being have been indicated.

Third Party Role in Conflict Management in Turkish Organizations

1999 ◽  
Vol 58 (4) ◽  
pp. 405-415 ◽  
Author(s):  
M. Kozan ◽  
Canan Ergin
Keyword(s):  
Conflict Management ◽  
Third Party

Contact and Conflict Resolution: Examining the Extent to which Interpersonal Contact and Cooperation Can Affect the Management of International Conflicts1

2011 ◽  
Vol 16 (1) ◽  
pp. 11-37
Author(s):  
Jacob Bercovitch ◽  
Julie Chalfin
Keyword(s):  
Conflict Resolution ◽  
Conflict Management ◽  
Empirical Test ◽  
Civil Conflict ◽  
Third Party ◽  
Interpersonal Contact ◽  
Original Dataset ◽  
Interstate Conflicts ◽  
Management Techniques ◽  
Facilitating Conditions

AbstractConflict between states, as well as between governments and non-state actors, continues to pose one of the most serious threats to individuals in the international community today. In an effort to reduce the destruction caused by these conflicts, a number of interventions, processes, and conflict management methods have been attempted. One of these methods involves facilitating conditions for positive contact between the disputants thus enabling them to develop a rapport of some sort. While this idea has received widespread theoretical support, there is little empirical analysis considering the benefits of such an approach. Here we examine how the context in which contact occurs can affect conflict management; we outline the assumptions that underpin conditions of the context, and discuss strategies, such as interactive problem solving, that have at their heart the goal of improving conditions of contact and communication as a prelude to conflict resolution. Our research goes beyond most studies, in that we subject the ideas of various conditions of contact and communication to an empirical test. We develop specific hypotheses on the role and relevance of the conditions of contact, and investigate the extent to which conflict management techniques can create positive conditions to contribute to conflict resolution. An original dataset including various conflict management techniques is examined to analyze our hypotheses. Findings indicate that factors such as the rank of a mediator and the type of conflict are more significant predictors of successful conflict management than the involvement of a third party facilitator. We examine both interstate conflicts and civil conflict to determine whether these different types should be managed differently.

Thoughts on the Conflict Management Field after 30 Years

2011 ◽  
Vol 16 (1) ◽  
pp. 1-10 ◽  
Author(s):  
Chester A. Crocker
Keyword(s):  
Conflict Management ◽  
Ad Hoc ◽  
Third Party ◽  
Barriers To Entry ◽  
Smart Power ◽  
Hard Power ◽  
Post Conflict ◽  
Pros And Cons ◽  
The Cold War ◽  
Field Of Inquiry

AbstractThis article surveys the emergence of conflict management from the academic and policy shadows into a far more prominent field of inquiry and practice. As the barriers to entry into third party roles collapsed at the end of the Cold War, the field of conflict management expanded, diversified, and fragmented into a range of practice areas (scholarly, policy-oriented, and operational). Four phases of this evolution are identified. An increasingly crowded field lacks gatekeepers or natural coherence, underscoring the need for leadership and sustained, coordinated efforts. The study of mediation has blossomed around the work of Zartman and others, while the policy community has swung back and forth in its enthusiasm for third party roles in an age where hard power and smart power vie for pride of place. Conflict management responses are increasingly spontaneous, ad hoc and case-specific. Debate is emerging over the pros and cons of engaging with armed non-state actors that are placed on proscribed lists in the struggle against terrorism. Post-conflict challenges continue to pose a severe test to practitioners of peacebuilding.

scholarly journals Conflict resolution in secondary schools in the Phoenix area : management training strategies

2000 ◽  
Author(s):  
◽  
Barathwanth Biputh
Keyword(s):  
Conflict Resolution ◽  
Conflict Management ◽  
Management Training ◽  
Literature Survey ◽  
Third Party ◽  
Theoretical Understanding ◽  
Human Relationships ◽  
Conflict Situations ◽  
Conflict Handling ◽  
The Phoenix

This study focused on conflict resolution in multi-racial , co-educational schools in the Phoenix region and the development of strategies for the training of management and staff to resolve conflict. It has been observed that principals in the Phoenix region frequently seek the intervention of third party adjudicators to resolve conflicts experienced at schools . This often prevents the timeous and expeditious resolution of conflicts . The inability to resolve conflict judiciously impinges on job satisfaction, productivity and human relationships in schools. A literature survey of conflict revealed that conflict in organisations is endemic and inevitable . Conflicts at work, when dealt with systematically , can have positive rather than destructive effects. It is the writer's belief that conflict can be reduced or eliminated if there is a conflict resolution programme in schools which is designed to train both management and staff in conflict resolution. The writer provided a theoretical understanding of conflict through an analysis of the underlying dynamics of conflict , the effects of organisational conflict and the conflict process. The various levels and areas of conflict in schools were examined. The research examined three approaches to conflict management , evaluated the various conflict handling styles and applied these strategies to conflict situations experienced at schools.

scholarly journals Conflict resolution in socially housed Sumatran orangutans (Pongo abelii)

PeerJ ◽  
2018 ◽  
Vol 6 ◽  
pp. e5303 ◽  
Author(s):  
Kathrin S. Kopp ◽  
Katja Liebal
Keyword(s):  
Conflict Resolution ◽  
Conflict Management ◽  
Sexual Coercion ◽  
Close Contact ◽  
Small Sample Size ◽  
Small Sample ◽  
Third Party ◽  
Aggressive Interactions ◽  
Post Conflict ◽  
Group Life

BackgroundPeaceful conflict resolution strategies have been identified as effective mechanisms for minimising the potential costs of group life in many gregarious species, especially in primates. The knowledge of conflict-management in orangutans, though, is still extremely limited. Given their semi-solitary lives in the wild, there seems to be barely a need for orangutans to apply conflict management strategies other than avoidance. However, because of the rapid loss of orangutan habitat due to deforestation, opportunities to prevent conflicts by dispersion are shrinking. Additionally, more and more orangutans are brought into rehabilitation centres where they are bound to live in close contact with conspecifics. This raises the questions of whether and how orangutans are able to cope with conflicts, which are inevitably connected with group life.MethodsObservational zoo-studies provide a valuable method to investigate such potential: in zoos, orangutans usually live in permanent groups and face the challenges of group life every day. Therefore, we observed a group of six socially-housed Sumatran orangutans at the Dortmund Zoo, Germany, both in their spacious outdoor enclosure in the summer and in the less spacious indoor enclosure in the winter. During 157.5 h of observation, we collected data on aggressive interactions, third-party interventions and post-conflict affiliations. We applied the post-conflict/matched-control observation (PC/MC) and the time rule method to investigate the occurrence of reconciliation and post-conflict third-party affiliations.ResultsWe recorded a total of 114 aggressive interactions (including conflicts in the context of weaning and of male sexual coercion). As expected, we found an increase of both open conflicts and peaceful conflict resolution under less spacious conditions. In accordance with previous reports, we observed interventions by initially uninvolved individuals. Whereas we found no clear evidence for post-conflict third-party affiliations, we were able to demonstrate the occurrence of reconciliation among orangutans.DiscussionNotwithstanding the small sample size and the explorative character of our study, we found evidence that orangutans possess a potential for prosocial conflict resolution. When living in groups and under conditions in which dispersion is no longer an option, orangutans are capable to flexibly apply strategies of conflict resolution to cease open conflicts and to repair the potential social damage of aggressive interactions. These strategies are similar to those of other great apes.

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