Mitigation of Conflicts in Academic Institutions

2020 ◽  
pp. 156-170
Author(s):  
Raveendranathan Chellappan Kalathil
Keyword(s):  
Conflict Resolution ◽  
Conflict Management ◽  
Academic Institutions ◽  
Major Focus ◽  
Power Struggles ◽  
Institutional Rules ◽  
Daunting Task ◽  
Tools And Techniques

Conflicts arise in academic institutions due to many reasons, which are counterproductive and have to be resolved. Conflicts arise due to lack of communication, missing authority, and not properly assigning responsibilities. Hence, the tools and techniques to resolve conflicts are evident. Conflict resolution is a daunting task. One of the important reasons for conflicts is the lack of proper communication between the members in the hierarchy, which has to be addressed. Conflict management can be done effectively by enhancing communication between all stakeholders and by training all those who are involved. Mitigation and resolving conflicts should always be the major focus activities. In academia, conflicts often take place between the faculty, students, and the administration. Differences in goals, misinterpretation of institutional rules, breaches of contracts, power struggles, and personal antagonisms are all possible sources of conflict. In this chapter, the authors examine how conflicts can arise in academic institutions and how they can be effectively managed and resolved.

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.

scholarly journals China’s Assertiveness in the South China Sea: Have ASEAN’s Endeavors in Establishing Regional Order Truly Failed?

2015 ◽  
Vol 8 (4) ◽  
pp. 178
Author(s):  
Bama Andika Putra
Keyword(s):  
Conflict Resolution ◽  
South China Sea ◽  
Conflict Management ◽  
South China ◽  
The South China Sea ◽  
Territorial Disputes ◽  
Font Size ◽  
The South ◽  
China Sea ◽  
Regional Order

<p class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;"><span style="font-size: 10.0pt; font-family: 'Times New Roman','serif'; mso-fareast-font-family: 宋体; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA;" lang="EN-US">The territorial disputes in the South China Sea have become the major flashpoints of both potential and existing conflicts in Asia. With claimant states from both China and member states of ASEAN, the aggressive military gestures of the claimant states have led to a myriad number of confrontations throughout the years. The inevitability of ASEAN being in the center of the disputes, have led many critics towards the regional organization on its capacity to establish any significant changes towards the dynamics of the South China Sea disputes. This research argues the opposite of the existing academic literatures, which views ASEAN as not an ideal actor in facing the fast paced dynamics of the South China Sea conflicts. It argues of ASEAN’s ability and capacity to persuade China into some forms of compromises into its policy, reflected through its defined position of a conflict management institution throughout the South China Sea crisis. The research thus argues how there is an existing misperception of ASEAN’s conflict management endeavors with the occurrence of China’s recent assertive gestures, ASEAN’s ability in instilling cooperative values and confidence building measures among conflicted states, and relevance of ASEAN’s multilateralism measures despite of China’s historical stance of bilateral means of conflict resolution in regards to the South China Sea conflict.</span></p><div id="_mcePaste" class="mcePaste" style="position: absolute; left: -10000px; top: 0px; width: 1px; height: 1px; overflow: hidden;"><!--EndFragment--></div>

§ 278a ZPO als Schnittstelle zwischen Gerichtsverfahren und außergerichtlicher Mediation

2019 ◽  
Author(s):  
Clemens Bushart
Keyword(s):  
Conflict Resolution ◽  
Conflict Management ◽  
Dispute Resolution ◽  
Alternative Dispute Resolution ◽  
Civil Procedure ◽  
Court Proceedings

Choosing the appropriate conflict resolution procedure is paramount to proper and effective conflict management. An important impetus for the choice of the most suitable procedure is provided by § 278a of the ZPO (Germany’s Code of Civil Procedure), which enables judges to suggest a range of out-of-court alternative dispute resolution procedures, including mediation. In this study, the author analyses the regulatory content of § 278a of the ZPO as well as the function and potential of the provision to act as an interface between court proceedings and extrajudicial mediation. Using the finding that judges rarely propose that litigants switch to extrajudicial mediation, the author empirically examines the reasons for the cautious application of § 278a of the ZPO and develops a set of comprehensive recommendations to optimise the procedural interface.

Introduction: Commercial quarrels – and how (not) to handle them

2017 ◽  
Vol 32 (1) ◽  
pp. 1-9
Author(s):  
ALAIN WIJFFELS
Keyword(s):  
Corporate Governance ◽  
Conflict Resolution ◽  
Conflict Management ◽  
Dispute Resolution ◽  
Conflicts Of Interest ◽  
Late Medieval ◽  
Political Actors ◽  
Or Groups

ABSTRACTThe settlement of structural commercial conflicts of interest cannot be exclusively subsumed under the heading of dispute resolution. Even when a particular conflict opposing specific individuals or groups of interests could be settled, the broader underlying conflicts of interest would subsist and re-emerge. Both commercial and institutional or political actors would therefore rely on various techniques of conflict management, a process imposing restraint on the opposing parties while allowing sufficient leeway for business to be continued. Both conflict resolution and conflict management were devices of public and corporate governance, and therefore, following the late medieval tradition, instruments more or less based on established patterns of legal or quasi-legal models legitimised by accepted or conventional parameters of ‘justice’.

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.

From Conflict Management to Conflict Resolution

2006 ◽  
Vol 85 (6) ◽  
pp. 41 ◽  
Author(s):  
Edward P. Djerejian
Keyword(s):  
Conflict Resolution ◽  
Conflict Management

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.

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