The New Judge: The Judge as Conflict-Manager

2012 ◽  
Author(s):  
Machteld W. De Hoon ◽  
Suzan Verberk
Keyword(s):  
Conflict Manager

Project manager: leader, influencer e conflict manager

2014 ◽  
pp. 19-23 ◽  
Author(s):  
Alberto Mascia
Keyword(s):  
Project Manager ◽  
Conflict Manager

ASEAN as a Conflict Manager: Lukewarm Mediation

2019 ◽  
pp. 193-221
Author(s):  
Fathania Queen ◽  
Ying-Hsien Sheng
Keyword(s):  
Conflict Manager

Urban tourism hypertrophy: who should deal with it? The case of Krakow (Poland)

2019 ◽  
Vol 5 (2) ◽  
pp. 247-269 ◽  
Author(s):  
Piotr Zmyślony ◽  
Joanna Kowalczyk-Anioł
Keyword(s):  
San Francisco ◽  
Governance Structure ◽  
Urban Tourism ◽  
Mediation Process ◽  
Content Type ◽  
Alternative Approach ◽  
Mediator Role ◽  
Conflict Manager ◽  
Destination Management Organizations ◽  
The City

PurposeThe purpose of this paper is twofold: first, to analyze the phenomenon of urban tourism hypertrophy (UTH) in the context of the process of tourism-related social conflicts formation; and second, to discuss the extent to which destination management organizations (DMOs) are prepared to take responsibilities and actions undertaken in this process.Design/methodology/approachThe paper adopts conflict management (CM) theory as a framework for discussing UTH within the city context. The paper then analyzes the empirical example of social conflict in Kraków (Poland) to assess the predispositions of key institutions engaged in destination governance to lead CM process triggered by UTH. The Circle of Conflict approach proposed by C. Moore (The Mediation Process: Practical Strategies for Resolving Conflict, Jossey Bass, San Francisco, CA, 2014) is utilized as the main application method.FindingsThe study shows that DMO is the most appropriate entity to deal with UTH as a conflict manager; however, it has insufficient resources to fulfill all requirements relating to that role. Therefore, the range of responsibilities and roles of the contemporary DMOs should be completed with CM as the permanent task during UTH crisis.Research limitations/implicationsThe example study was based on interviews carried out with a limited number of informants. Also, the contextual nature of the research as well as specific destination governance structure in Kraków blurred the picture of DMOs predispositions to leading the CM process.Practical implicationsThe study supports urban DMO managers by suggesting a tool of diagnosis and intervention in UTH-induced conflicts. Thus, it makes fulfilling the mediator role a destination governance task.Social implicationsCM brings agreement among parties as to the understanding of the nature of conflict, which forms the basis for quick and mutually agreed actions, according to sustainable development principles.Originality/valueThe paper proposes an alternative approach to mitigate UTH-related problems in cities by adopting the CM framework which emphasizes the universal nature of conflict causes and proposes adequate tools for undertaking actions by DMOs.

The EU as a conflict manager? The case of Georgia and its implications

2010 ◽  
Vol 86 (1) ◽  
pp. 87-107 ◽  
Author(s):  
RICHARD G. WHITMAN ◽  
STEFAN WOLFF
Keyword(s):  
Conflict Manager ◽  
The Eu

The European Union as a Global Conflict Manager

2012 ◽  
Author(s):  
Richard Whitman
Keyword(s):  
European Union ◽  
The European Union ◽  
Conflict Manager

scholarly journals Resolving User Conflicts in Multi-user Context-aware Home Environment

2021 ◽  
Author(s):  
Mahmoud Aljawarneh ◽  
Lachhman Das Dhomeja ◽  
Yasir Arafat Malkani ◽  
shahid munir shah
Keyword(s):  
Home Environment ◽  
Context Aware ◽  
Enabling Technology ◽  
Multiple Users ◽  
User Context ◽  
Special Cases ◽  
The Family ◽  
Conflict Manager ◽  
Prototype Evaluation ◽  
Special Case

Abstract Context-awareness is an enabling technology of pervasive computing that allows applications to adapt themselves in responseto contexts (e.g. activity, location, temperature level, etc.). However, an issue of user conflicts in context-aware applicationsmay arise when multiple users want to access the same application. Our research focuses on this issue and proposes aconflict resolution approach that resolves the conflicts in context-aware home applications. The proposed approach takes intoconsideration the users’ special case contexts (e.g. illness of user) along with their priorities and preferences. The proposedapproach is also useful in cases where multiple users with multiple special cases try to access one application or service.To show the usefulness of the proposed approach, we have integrated the proposed conflict manager with the UbiREAL, asimulated context-aware home environment. The conflict manager utilizes different strategies and different approaches toresolve user conflicts according to the involved situation to suit the need of the family. The prototype evaluation shows thatthe users are satisfied with the proposed system and suggests that the use of users’ special case contexts in detecting andresolving the user conflicts is essential and necessary in the context-aware smart home environments.

scholarly journals The European Union, Conflict Management, and the Normative Illusion

2020 ◽  
pp. 09-36
Author(s):  
Nuno Magalhães
Keyword(s):  
European Union ◽  
Conflict Management ◽  
Power Distribution ◽  
The European Union ◽  
Military Operations ◽  
Conflict Manager ◽  
The Eu

The European Union (EU) has recently become the most active conflict manager, currently deploying more operations than any other organisation. There has been a total of 13 operations of military nature from 2003 to 2019, deployed in Europe and in Africa. The discourse at the level of the European Union emphasizes not only the security of its members but also the importance of humanitarian norms. Do these norms drive the deployment of EU’s military operations? There is literature that recognizes the relevance of norms, suggesting that these factors may indirectly or even directly have a driving impact. On the contrary, I suggest that there is no normative driving impact. To be precise, I argue that power distribution and exposure to conflicts are the fundamental conditions driving the deployment of military operations by the EU.

OSCE field activities: verbal encouragement, factual cutback

2011 ◽  
Vol 22 (4) ◽  
pp. 339-347 ◽  
Author(s):  
Frank Evers
Keyword(s):  
European Union ◽  
The European Union ◽  
International Organisations ◽  
Positive Signal ◽  
Conflict Mediation ◽  
South Eastern Europe ◽  
Conflict Manager ◽  
Heads Of State ◽  
Verbal Encouragement ◽  
Regional Interests

AbstractThe OSCE reality reveals an ambiguous picture of the Organization's field activities. There is significant verbal encouragement, but also hesitation about further field engagements and an alarming actual cutback of existing field missions. During the Corfu Process in 2009-10, the participating States shared with each other opinions on these processes in a friendly tone which was as such a positive signal. At the OSCE Summit in Astana in December 2010, the Heads of State or Government of the 56 OSCE participating States collectively emphasized the value of the OSCE field missions. Beyond the declarations however, the picture is quite disappointing, the reduction of OSCE field activities that started about a decade ago continues on. Reasons include the marginalisation of the OSCE in general and emphasis put on other international organisations, fundamental mistrust and divergences between participating States, the perception of OSCE field operations as vehicles for interfering into internal affairs and traditional zones of interest, budgetary constraints of many participating States, shifts of regional interests and the takeover of various activities and responsibilities by the European Union, especially in South-eastern Europe. Apart from this, it is particularly disquieting that the OSCE is clearly about to lose its position as leading conflict manager. The second Kyrgyz crisis in June 2010 demonstrated once again the deep uncertainties in various participating States about OSCE conflict mediation. Aside from diverse brainstorming activities hosted by the Lithuanian OSCE Chairmanship in 2011, there is currently no fundamental discussion on preventing the Organization's field activities from slowly, but surely losing profile and standing.

The EU: A Successful Military Conflict Manager?

2011 ◽  
Vol 7 (2) ◽  
pp. 99-122 ◽  
Author(s):  
Annemarie Peen Rodt
Keyword(s):  
Military Conflict ◽  
Conflict Manager ◽  
The Eu
Sign in / Sign up

Export Citation Format

Share Document