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.

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 resolution practice in public procurement: evidence from Russia

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yuliya Rodionova
Keyword(s):  
Conflict Resolution ◽  
Large Scale ◽  
Public Procurement ◽  
Content Type ◽  
Conflict Situations ◽  
Judicial Proceedings ◽  
Survey Results ◽  
Conflict Handling ◽  
Informal Relations ◽  
First Time

Purpose This paper aims to analyze conflict resolution practice in public procurement. The specific feature of this sphere is the presence of the state and the resulting differences in assessing the chances of protecting one’s interests in court, as well as the effectiveness of judicial conflict resolution mechanisms. Design/methodology/approach This paper is based on the findings of a large-scale survey of suppliers conducted in 2017. To identify the characteristics of suppliers that use different conflict resolution mechanisms, probit-models were evaluated. For robustness check, combined mechanisms for resolving conflict situations were also considered and multi-nomial logistic regression was used. Findings The survey results showed that the majority of suppliers prefer to resolve conflicts in public procurement using an out-of-court negotiation with procurers while only 31% of respondents resort to judicial proceedings. At the same time, suppliers potentially involved in informal relations with procurers, are less likely to go to court and less often use negotiations. Practical implications The results of the study can be used as a justification for the development of a regulatory and organizational framework for the use of negotiations, mediation, arbitration and other alternate methods of conflict resolution in public procurement. Originality/value This paper makes an important contribution to the conflict-handling strategies of businesses and government by presenting for the first time a quantitative assessment of the prevalence of mechanisms for resolving conflicts in public procurement and factors influencing the choice of a conflict resolution mechanism.

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 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.

scholarly journals Conflict management impact on the employee productivity

2021 ◽  
Vol 111 ◽  
pp. 01010
Author(s):  
Nino Paresashvili ◽  
Teona Maisuradze ◽  
Badri Gechbaia ◽  
Lidija Weis ◽  
Viktor Koval
Keyword(s):  
Developing Countries ◽  
Conflict Resolution ◽  
Conflict Management ◽  
Significant Influence ◽  
External Factors ◽  
Daily Routine ◽  
Employee Productivity ◽  
Factors Influencing ◽  
Conflict Situations

Conflict management is one of the major skill that has a significant influence on the tasks employee have to perform daily bases. Conflict is unavoidable in daily routine of the organizations. Its importance is increased in the developing countries like Georgia as external factors make people to work in more unpredictable situations. This article is based on the research conducted in Georgia, shows main challenges, trends and understanding of conflict management, shows results and offers recommendations how to make employees more productive by managing it effectively. Objectives: This study aimed to evaluate main challenges of conflict management, its impact on employee and organization productivity in Georgia, make conclusions and give recommendations to managers and employees how to deal with the conflict situations and improve constructive outcomes. Other factors influencing productivity connected to conflict management were also investigated. Results: Results has shown that conflict management understanding is quite low in Georgian organizations, as well as the constructive and destructive outcomes of it. Reasons of conflict is mainly improper distribution of functions and duties. Employees prefer to use collaborating style for conflict resolution.

When Essentialism Facilitates Intergroup Conflict Resolution: The Positive Role of Perspective-Taking

2019 ◽  
Vol 50 (4) ◽  
pp. 483-507 ◽  
Author(s):  
Donna J. Yao ◽  
Melody M. Chao ◽  
Angela K.-y. Leung
Keyword(s):  
Conflict Resolution ◽  
Conflict Management ◽  
Perspective Taking ◽  
Positive Role ◽  
Intragroup Conflict ◽  
Constructive Conflict ◽  
Conflict Situations ◽  
Negative Effect ◽  
Intergroup Conflicts

Essentialism, a fundamental belief of the fixedness of social group essences, is often associated with negative intergroup outcomes. However, research is yet to explore the role of essentialism in intergroup conflicts, despite their prevalence. To address this gap, we conducted the first direct examination on how essentialism influences conflict management toward out-group members. Moreover, we examined perspective-taking as a positive factor in improving conflict management among essentialist individuals relative to their non-essentialist counterparts in intergroup contexts. Results across three experiments provided little support to the negative effect of essentialism on intergroup (vs. intragroup) conflict management. Yet, we found that perspective-taking promoted the use of problem solving and improved one’s own gain and the dyad’s joint gain among essentialist individuals, but not non-essentialist individuals, in intergroup (vs. intragroup) conflict situations. This research suggests that when coupled with perspective-taking, essentialism can promote constructive conflict resolution in intergroup contexts.

The Peace Process and Transition to Democratic Rule in the Republic of Georgia

1997 ◽  
Vol 552 (1) ◽  
pp. 98-106 ◽  
Author(s):  
IVANE MATCHAVARIANI
Keyword(s):  
Conflict Resolution ◽  
Positive Impact ◽  
Skill Training ◽  
Peace Process ◽  
Transition To Democracy ◽  
Third Party ◽  
Republic Of Georgia ◽  
Conflict Situations ◽  
The Republic ◽  
Conflict Intervention

In this article, the author discusses the importance of developing cooperative conflict resolution skills and forums to facilitate the transition to democracy and the peace process in the Republic of Georgia. Third-party conflict intervention and resolution can help bridge the divisions in society and create viable options for peaceful change. The author focuses on building an indigenous capacity to resolve conflict in Georgia through the establishment of Partners-Georgia, a national center for conflict resolution. He further discusses the positive impact of cooperative skill training and intervention in conflict situations.

scholarly journals Pemberdayaan masyarakat desa dalam mengelola konflik sosial di Kabupaten Bone

2020 ◽  
Vol 2 ◽  
pp. 514-521
Author(s):  
Muh. Iqbal Latief ◽  
Arsyad Genda ◽  
Surianto Surianto ◽  
Hariashari Rahim
Keyword(s):  
Conflict Resolution ◽  
Conflict Management ◽  
Management Training ◽  
Religious Values ◽  
Village Community ◽  
Values And Beliefs ◽  
Questions And Answers ◽  
The Village ◽  
Conflict Management Training ◽  
Activity Report

In general, in Bone District there have been conflicts with the background of various factors such as land issues, politics and even those related to religious values and beliefs. Therefore, the goal to be achieved in this service is to increase the knowledge and understanding of the village community on potential conflicts and conflict resolution efforts undertaken. The method used in this training is the provision of knowledge and understanding through lectures and questions and answers, the practice of mapping potential conflicts so that through conflict management training will produce a conflict management document. This activity was carried out from April to September 2019, starting from the formulation of proposals to the preparation of the final activity report. With the tools prepared and formulating conflict management steps that have the potential to occur in the community, the village community will already know and understand conflict management as well as possible.

Conflict Management

2017 ◽  
Author(s):  
Patricia Elgoibar ◽  
Martin Euwema ◽  
Lourdes Munduate
Keyword(s):  
Conflict Management ◽  
Management Strategies ◽  
Essential Element ◽  
Third Party ◽  
Family Work ◽  
Constructive Controversy ◽  
Constructive Conflict ◽  
Conflict Situations ◽  
Constructive Conflict Management ◽  
Contingency Approach

Conflicts are part of nature and certainly part of human relations, between individuals, as well as within and between groups. Conflicts occur in every domain of life: family, work, and society, local and global. Conflict management, therefore, is an essential competency for each person. People differ largely in their emotional and behavioral responses to conflict and need to learn how to behave effectively in different conflict situations. This requires a contingency approach, first assessing the conflict situation, and then choosing a strategy, matching the goals of the party. In most situations, fostering cooperative relations will be most beneficial; however, this is also most challenging. Therefore, constructive conflict management strategies, including trust building and methods of constructive controversy, are emphasized. Conflict management, however, is broader than the interaction of the conflicting parties. Third-party interventions are an essential element of constructive conflict management, particularly the assessment of which parties are intervening in what ways at what escalation stage.

Mediation Competence of the Manager as a Tool for Efficient Staff Management

10.12737/3529 ◽  
2014 ◽  
Vol 3 (2) ◽  
pp. 25-29 ◽  
Author(s):  
Орлова ◽  
L. Orlova
Keyword(s):  
Conflict Resolution ◽  
Conflict Management ◽  
Organization Development ◽  
Professional Activity ◽  
Staff Management ◽  
Non Profit ◽  
Vital Importance ◽  
Conflict Processes ◽  
Conflict Situations ◽  
New Form

The article shows a model of conflict management as a new form of managing the conflict situations. Managing the conflict processes becomes of vital importance for managers, since the potential of conflicts is constantly increasing. Professional conflict resolution is one of the tasks of the manager. Thus, mediation is seen as conflict management, oriented at organization development. Mediation is increasingly being implemented in the sphere of professional activity — in disputes between employees of companies and non-profit organizations, during conflicts between employers and their employees, as well as in case of disputes between companies, such as between customers and suppliers. The article discusses the most important competences of a professional leader, using which, the leader ensures a productive promotion of his employees.

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