Adebayo Adedeji (ed.), Comprehending and Mastering African Conflicts: the search for sustainable peace and good governance. London: ACDESS/Zed Books, 1999, 000 pp., £50.00, ISBN 1 85649 762 3 hard covers, £16.95, ISBN 1 85649 763 1 paperback. - Timothy Sisk and Andrew Reynolds (eds), Elections and Conflict Management in Africa. Washington DC: US Institute of Peace Press, 1998, US $14.95, ISBN 1 878379 79 8.

Africa ◽  
2001 ◽  
Vol 71 (1) ◽  
pp. 179-181
Author(s):  
David Harris
Keyword(s):  
Conflict Management ◽  
Good Governance ◽  
Washington Dc ◽  
Sustainable Peace

Contested Peace: The Chittagong Hill Tracts Peace Accord

Social Change ◽  
2018 ◽  
Vol 48 (2) ◽  
pp. 260-274
Author(s):  
S.M. Sadat al Sajib ◽  
Muhammad Kazim Nur Sohad
Keyword(s):  
Conflict Management ◽  
Research Study ◽  
Nation Building ◽  
The State ◽  
Military Force ◽  
Chittagong Hill Tracts ◽  
Peace Accord ◽  
Regional Autonomy ◽  
Sustainable Peace ◽  
History Of

Located in the south-east corner of Bangladesh, the Chittagong Hill Tracts (CHT) have a history of a vicious conflict between its Bengali settlers and the Paharis, specifically the indigenous community, the Pahari-adivasis. The region’s already volatile background further escalated thanks to the nation-building approach that was being followed by the state after Bangladesh became independent in 1971. This inclination triggered an insurgency movement whose leaders demanded regional autonomy and a recognition of their identity so that people could lead a life of dignity. To quell the movement, the state resorted to military force. Later to introduce peace, the CHT Peace Accord was signed in 1997. However, though it did succeed in bringing about an element of stability, the accord failed in its larger objective as it excluded the engagement of the larger mass of Pahari people. Just over twenty years after the accord was signed, we examine, through a research study, why it neither lead to sustainable peace nor was it successful in its goal of conflict management.

The influence of conflict management culture on job satisfaction

2013 ◽  
Vol 41 (4) ◽  
pp. 687-692 ◽  
Author(s):  
Younyoung Choi
Keyword(s):  
Job Satisfaction ◽  
Conflict Management ◽  
Structural Equation ◽  
Equation Modeling ◽  
Washington Dc ◽  
Workplace Conflict ◽  
Management Culture ◽  
Bank Branches ◽  
Negative Effect ◽  
The Relationship

In the workplace, conflict and style of conflict management substantially influence individual, group, and organizational effectiveness. In this study I investigated the relationship between job satisfaction and each of a dominant, an avoidant, and a collaborative conflict management culture in the workplace. Using structural equation modeling, I analyzed survey data from 743 people employed as tellers in bank branches in Washington, DC and West Virginia, USA. The results showed that a collaborative conflict management culture has a positive effect on job satisfaction whereas a dominant management culture has a negative effect on job satisfaction. No statistically significant relationship was found between an avoidant conflict management culture and job satisfaction. These findings may be valuable in making decisions about provision of training in conflict management in order to promote a positive working atmosphere within an organization.

scholarly journals For whom do local peace processes function? Maintaining control through conflict management

2016 ◽  
Vol 52 (3) ◽  
pp. 293-308 ◽  
Author(s):  
Gearoid Millar
Keyword(s):  
Conflict Management ◽  
Sierra Leone ◽  
Peace Processes ◽  
Sustainable Peace ◽  
Management Processes ◽  
Local Actors ◽  
Management Institutions ◽  
Relations Of Power ◽  
Global And Local

Recent peacebuilding literature provides a sustained critique of externally designed conflict management processes and promotes instead local mechanisms. Such mechanisms, it is argued, will provide more ownership and agency to local actors and, thus, a more sustainable peace. But while there are many examples of local conflict management institutions, and many discussions of the hybrid outcomes of interaction between the global and local, the literature rarely explores exactly what transpires on the ground when international actors influence the operation of local peace processes; this article provides exactly this insight. The data presented illustrate how local conflict management institutions in rural Sierra Leone are subtly manipulated by actors – both international and local – to maintain and enhance existing relations of power. The article illustrates, therefore, the problems that arise when local conflict management institutions become interlaced with new forms of power and start themselves to serve as sites of contestation and resistance.

Sign in / Sign up

Export Citation Format

Share Document