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.

Conflict Management in Land, River, and Maritime Claims

2017 ◽  
Vol 7 (1) ◽  
pp. 43-61 ◽  
Author(s):  
Andrew P. Owsiak ◽  
Sara McLaughlin Mitchell
Keyword(s):  
Conflict Management ◽  
Transaction Costs ◽  
Management Strategies ◽  
Third Party ◽  
Multilateral Negotiations ◽  
Territorial Claim ◽  
Territorial Claims ◽  
Bilateral Negotiations ◽  
Legal Processes ◽  
Levels Of Control

Why do disputants favor some conflict management strategies when managing certain territorial claim types—land, river, or maritime—but not others? We propose that state interests—defined via claim characteristics and interdependence—and transaction costs (i.e., the challenges associated with aggregating state preferences over outcomes) differ across claim types. These differences then incentivize states to cede varying levels of control over claim management, ultimately encouraging them to prioritize and institutionalize certain conflict management strategies when managing particular types of territorial claims. More specifically, we theorize and find that states pursue distinct management strategies when addressing their land (informal; bilateral negotiations and arbitration), river (more formal; third-party non-binding), and maritime claims (most formal; multilateral negotiations and legal processes).

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.

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.

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.

Islamic Law States and Peaceful Resolution of Territorial Disputes

2019 ◽  
pp. 164-201
Author(s):  
Emilia Justyna Powell
Keyword(s):  
Conflict Management ◽  
Dispute Resolution ◽  
International Conflict ◽  
Islamic Law ◽  
Land Ownership ◽  
Third Party ◽  
Territorial Disputes ◽  
Court System ◽  
Peaceful Resolution ◽  
Territorial Claims

This chapter examines Islamic law states’ decisions to use international conflict management venues in the context of territorial disputes (1945–2012). The dissonance between Islamic law and international law is particularly apparent in the context of territorial claims, because Islamic notions of land ownership and territorial sovereignty are religious in nature. Not all ILS approach international conflict management in the same way. Secular—or rather shared—legal features, such as the presence of a secular court system and constitutional mentions of peaceful resolution of disputes, have the power to attract such ILS to legal approaches—arbitration and adjudication. In contrast, mediation and conciliation are most appealing to those ILS whose legal systems are deeply infused with traditional Islamic precepts. Such states are morally committed to these procedures. In an important way, there is a synergy between norms of traditional Islamic dispute resolution and international non-binding third-party mechanisms.

scholarly journals Measuring the Cost of Privacy: A Look at the Distributional Effects of Private Bargaining

2015 ◽  
Vol 46 (4) ◽  
pp. 861-889 ◽  
Author(s):  
Jeffrey Kucik ◽  
Krzysztof J. Pelc
Keyword(s):  
International Organizations ◽  
World Trade ◽  
Policy Making ◽  
Dispute Settlement ◽  
Trade Flows ◽  
Third Party ◽  
Wto Dispute Settlement ◽  
The World ◽  
The Cost ◽  
Domestic Law

Transparency is one of the most contested aspects of international organizations. While observers frequently call for greater oversight of policy making, evidence suggests that settlement between states is more likely when negotiations are conducted behind closed doors. The World Trade Organization’s (WTO) legal body provides a useful illustration of these competing perspectives. As in many courts, WTO dispute settlement is designed explicitly to facilitate settlement throughprivateconsultations. However, this study argues that the privacy of negotiations creates opportunities for states to strike deals that disadvantage others. Looking at product-level trade flows from all disputes between 1995 and 2011, it finds that private (early) settlements lead to discriminatory trade outcomes – complainant countries gain disproportionately more than the rest of the membership. When the facts of a case are made known through a ruling, these disproportional gains disappear entirely. The article also finds that third-party participation – commonly criticized for making settlement less likely – significantly reduces disparities in post-dispute trade. It then draws parallels to domestic law and concludes with a set of policy prescriptions.

How Democracies Keep the Peace: Contextual Factors That Influence Conflict Management Strategies

2020 ◽  
Author(s):  
Glynn Ellis ◽  
Sara McLaughlin Mitchell ◽  
Brandon C Prins
Keyword(s):  
Conflict Management ◽  
Contextual Factors ◽  
Management Strategies ◽  
Third Party ◽  
Issue Salience ◽  
Binding Forms ◽  
Bilateral Negotiations ◽  
Militarized Conflict ◽  
Using Data ◽  
Power Preponderance

Some studies find that democratic states are more amenable to third party forms of conflict management, while other studies indicate that democracies are able to resolve contentious issues on their own through bilateral negotiations. Using data from the Issue Correlates of War (ICOW) Project, the authors investigate peaceful and militarized conflict management strategies that democratic states employ to resolve contentious issues. Theoretically, the authors focus on how militarized conflict history, relative capabilities, and issue salience influence the tools of conflict management that democratic states employ. Empirical analyses suggest that democratic dyads employ bilateral negotiations more often to resolve contentious issues when the issue has been militarized previously, when the issue is more salient, and when they are facing an equal adversary. Democratic dyads seek out non-binding third party settlement more frequently in situations of power preponderance than non-democratic dyads, although binding forms of third party settlement occur most often in relatively equal democratic dyads. Pairs of democracies are more likely to employ militarized conflict management strategies when they have resorted to force over the issue previously, when the issue is highly salient, and when they are evenly matched.

scholarly journals MANAJEMEN KONFLIK ANTARBUDAYA PADA ORGANISASI INTERNASIONAL

2017 ◽  
Vol 6 (2) ◽  
pp. 11
Author(s):  
Ellysabeth Ratih Dwi Hapsari W
Keyword(s):  
Conflict Management ◽  
Intercultural Communication ◽  
International Organizations ◽  
Management Style ◽  
International Organization ◽  
Third Party ◽  
Internal Conflict ◽  
Negotiation Theory ◽  
Communication Conflict ◽  
Different Cultures

ABSTRACTCommunicating effectively with people from different cultures in the workplace is very challenging. Barriers to intercultural communication can occur, such as anxiety, roles and norms, beliefs and values, stereotypes and ethnocentrism. These barriers can cause internal conflict within a group of organizations or companies that have employees with different cultures. Internal conflicts that occur will also prevent the organization to achieve its goals. The current issue is how the management of intercultural communication conflicts occurs in international organizations. The purpose of this study is to describe the experience of employees of international organizations in the management of intercultural communication conflicts by knowing the negotiation of employee identity, knowing the types and forms of conflict experienced by employees of international organizations and knowing the form of face management in inter-cultural communication conflict management at employees of international organizations. The subject of this research are international organization employees from India, UK, Indonesia and China. Theory used in this study are Identity Negotiation Theory, Face Negotiation Theory, Effective Intercultural Workgroup in Communication Theory and Thomas and Killman’s Conflict Management Model. The results showed that the negotiation of identity between collectivist and individualist cultures that occurred begins with the interaction between cultures in the form of communication behavior, language, personal character and response from other employees. Differences in ways of thinking and view are the main causes of conflict between individualist and collectivist cultures. Face owned by each culture influences other differences such as how individuals perceive themselves in conflict, self-priority in conflict, and the conflict management style used. Intercultural conflict management that occurs requires a third party as a mediator.Keywords : Intercultural Communication, Conflict Management, International Organization

Exploring the Causes for Change in Regional Third Party Dispute Settlement

2015 ◽  
Vol 14 (S1) ◽  
pp. S59-S81
Author(s):  
JEANINE BEZUIJEN
Keyword(s):  
Latin American ◽  
International Organizations ◽  
Dispute Settlement ◽  
Institutional Environment ◽  
Institutional Reform ◽  
Balance Of Power ◽  
Third Party ◽  
Trade Association

AbstractWhat explains change in third party dispute settlement in regional international organizations (RIOs)? This paper confronts this question by exploring the extent to which different explanations of institutional change hold in the context of trade RIO third party dispute settlement. The paper considers the role of three variables in explaining dispute settlement reform: the balance of power, the level of trade interdependence between member states and the nature of the organization's founding contract. A truth table reveals that although power and trade interdependence can explain some cases of institutional reform, the nature of the organization's founding contract is the strongest predictor for change in dispute settlement. Nevertheless, the analysis shows that not all cases can be explained, and that the influence of other institutions on the same issue can also play an important role. A case study of the Latin American Free Trade Association illustrates the importance of the institutional environment in which the RIO operates for institutional reform.

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