A Program To Equip Selected Leaders Of Holly Baptist Church, Corinth, Mississippi, With Conflict Management Skills

2000 ◽  
Author(s):  
Brion K. DOWDEN
Keyword(s):  
Conflict Management ◽  
Management Skills ◽  
Baptist Church

scholarly journals Developing Conflict Management Skills in Municipal Employees: a Sociological Study

2022 ◽  
Vol 2021 (4) ◽  
pp. 472-481
Author(s):  
Aleksey Shilikov
Keyword(s):  
Conflict Management ◽  
Structured Interview ◽  
Individual Characteristics ◽  
Diagnostic Methods ◽  
Teaching Staff ◽  
Management Skills ◽  
Sociological Study ◽  
Municipal Employees ◽  
Draft Resolution ◽  
The Individual

The article introduces a sociological survey that featured the development of conflict management skills in municipal employees of the Belgorod region. The methods involved a questionnaire survey and a semi-structured interview of Belgorod municipal authorities, teaching staff of the Higher School of Management of the Belgorod State University, and employees of the Institute of Regional Personnel Policy of Belgorod. The reasons behind the conflicts were divided into those caused by the specifics of the municipal service, the peculiarities of team relations, and the individual characteristics of a municipal employee. The results of the study can improve the practical work of municipal personnel departments or be used in teaching sociological disciplines. Further study is required to develop diagnostic methods to identify the conflict management skills in municipal officials, collect information, define conditions and patterns of development, draft resolution procedures, etc.

scholarly journals Instructor, trainer, sifu, coach or professor: Reflections on the use of terminology in police learning settings dealing with physical conflict management

2021 ◽  
Vol 26 (2) ◽  
pp. 7-17
Author(s):  
Mario Staller ◽  
Swen Koerner
Keyword(s):  
Conflict Management ◽  
Police Training ◽  
Management Training ◽  
The Other ◽  
Management Skills ◽  
First Category ◽  
Nuanced Understanding ◽  
The One ◽  
Conflict Management Training

Police training and learning settings focusing on physical conflict management skills regularly comprise at least two parties: on the one side the individuals learning and developing their conflict management skills and on the other side the individuals in charge of planning and delivering the training sessions. While the first category refers to learners, the latter category is referred to, among others, as instructor, trainer, coach, sifu or professor, depending on contextual constraints. While it seems arbitrary to use different terms for describing the learner's counterpart in a learning setting, we argue for a sensible consideration of manifest and latent implications of how these individuals are referred to - and how they perceive their role. Drawing from autoethnographic data in various conflict management training settings, we identify functional, dysfunctional and irritating aspects of different terms used. By reflecting through the lenses of functionality from a systemic perspective, we aim at providing insights towards a more nuanced understanding of contextual constraints and reflexive use of these terms.

Conflict Intervention Training as Strategic Convening: Lessons From Syria

2019 ◽  
Vol 14 (3) ◽  
pp. 288-303
Author(s):  
Tatsushi Arai
Keyword(s):  
Conflict Management ◽  
Social Space ◽  
Human Interaction ◽  
Training Design ◽  
Management Skills ◽  
Action Research Project ◽  
Conflict Intervention ◽  
To Come ◽  
Rare Opportunity

This article develops a framework of training design to intervene in active armed conflict. A case study of Syria presents a context of the inquiry. The concept of strategic convening is introduced to describe the kind of purposefully organised activities that bring conflict parties together from across lines of division. Strategic convening develops a safe, humanising social space that helps foster enabling conditions for conflict management and resolution. Building on a first-hand experience of conducting three workshops between 2014 and 2015 for Syrian humanitarian professionals, this study explores how to use training as a means to develop constructive human interaction when training offers a rare opportunity and incentive for people from different community and regional backgrounds to come together. This study builds on an action research project in which the researcher as a trainer interacted closely with training participants and identified patterns of their thinking about conflict management, coexistence, and reconciliation across multiple training sessions. Key findings include the critical roles of pragmatic conflict management skills as well as the skills for orchestrating coexistence amongst adversaries in an effort to secure access to humanitarian aid and development resources.

scholarly journals Kontribusi komunikasi dan keterampilan manajemen konflik kepala sekolah terhadap kinerja guru

2020 ◽  
Vol 7 (1) ◽  
pp. 17-25
Author(s):  
Syaifulloh Nugroho
Keyword(s):  
Conflict Management ◽  
Elementary School Teachers ◽  
Primary Schools ◽  
Teacher Performance ◽  
Management Skills ◽  
School Teachers ◽  
Analysis Techniques ◽  
Study Population ◽  
Academic Year ◽  
Special Region

Penelitian ini bertujuan untuk: 1.) Mengetahui kontribusi komunikasi kepala sekolah terhadap kinerja guru; 2.) Mengetahui kontribusi keterampilan manajemen konflik kepala sekolah terhadap kinerja guru; dan 3.) Mengetahui kontribusi komunikasi dan keterampilan manajemen konflik kepala sekolah terhadap kinerja guru di Sekolah Dasar Negeri di Kecamatan Mlati, Kabupaten Sleman, Daerah Istimewa Yogyakarta. Penelitian ini menggunakan jenis expost-facto dengan pendekatan kuantitatif. Populasi penelitian ini adalah seluruh guru di SD Negeri Kecamatan Mlati, Kabupaten Sleman, Daerah Istimewa Yogyakarta pada tahun ajaran 2017/2018. Teknik pengambilan data yang digunakan adalah angket. Teknik analisis data menggunakan regresi sederhana dan regresi ganda. Hasil penelitian ini menunjukkan bahwa terdapat kontribusi komunikasi dan keterampilan manajemen konflik kepala sekolah terhadap kinerja guru SD Negeri di Kecamatan Mlati, Kabupaten Sleman, Daerah Istimewa Yogyakarta. Kontribusi komunikasi kepala sekolah terhadap kinerja guru adalah sebesar 64,9%, kontribusi keterampilan manajemen konflik kepala sekolah terhadap kinerja guru adalah sebesar 80,6%, dan kontribusi komunikasi dan keterampilan manajemen konflik kepala sekolah terhadap kinerja guru adalah sebesar 85,8%. AbstractThis research aims to: 1.) Knowing the contribution of communication made by the headmaster to teacher performance; 2.) Knowing the contribution of headmaster conflict management skills to teacher performance, and 3.) Knowing the contribution of communication and conflict management skills by the headmaster to the performance of teachers in Primary Schools in Mlati District, Sleman Regency, Special Region of Yogyakarta. This study uses a post-facto type with a quantitative approach. The study population was all teachers at the Primary School in Mlati District, Sleman Regency, Special Region of Yogyakarta in the academic year 2017/2018. Data collection techniques using a questionnaire. Data analysis techniques using simple regression and multiple regression. The results of this study indicate that there is a contribution of communication and conflict management skills made by the principal to the performance of elementary school teachers in the Mlati District, Sleman Regency, Special Region of Yogyakarta. The contribution of communication made by the headmaster to teacher performance was 64.9%, the contribution of conflict management skills made by the headmaster to teacher performance was 80.6%, and the contribution of communication and conflict management skills made by the headmaster to performance the teacher is 85.8%.

scholarly journals CONCEPT FOR DEVELOPMENT OF EMOTIONAL COMPETENCES AND CONFLICT MANAGEMENT SKILLS THROUGH MEDIATION METHODS AT THE AGE OF 3-7 YEARS

2021 ◽  
Author(s):  
Veneta Ivanova ◽  
Keyword(s):  
Emotional Intelligence ◽  
Conflict Management ◽  
Emotional Competence ◽  
Preschool Education ◽  
Management Skills ◽  
Emotional Competencies ◽  
The Difference ◽  
The Moment ◽  
Educational Methodology

This report examines the concept of developing emotional competencies at the age of 3 - 7 years, which is the basis of an innovative for Bulgaria model for conflict management in preschools. The conclusions raise as relevant and important the question of the difference between emotional intelligence and emotional competence and how they are integrated into the educational methodology of preschool education at the moment.

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