Papua Conflict Reconciliation Model and Strategies

At a glance, the Papuan conflict is a vertical conflict that has lasted more than 50 years. The main cause of this conflict is the desire for “Free Papua” which is supported by the Free Papua Movement (OPM). Conflicts also escalated over the issue of race and discrimination against Papuan students in Surabaya and Malang in August 2019. Negotiation is the Indonesian government's best option for resolving disputes in Papua. The main purpose of this article is to find the best solution for dispute resolution in Papua in terms of the terms that must be carried out and the negotiation process. This study uses a qualitative methodology to investigate social phenomena in society that occur naturally without engineering or laboratory work. This approach provides descriptive data in the form of descriptive or verbal words that describe conditions, situations, or certain different variables. The data collection technique is to use a literature search to obtain the required data. As a result, the Papua conflict negotiation process involved internal parties (central/regional government, KKB/OPM, traditional/religious leaders, civil society) and external parties (freeport), and became the main demand. Indicates that it is an independent Papua. Negotiations have been time consuming and faced many obstacles, but we continue to strive to reach a mutually beneficial solution. Dialogue between Jakarta and Papua should better reflect the cultural values of the Papuan people.

Successful negotiation of goal conflict between romantic partners predicts better goal outcomes during COVID-19: A mixed methods study

When romantic partners’ personal goals conflict, this can negatively affect personal goal outcomes, such as progress. In a concurrent mixed methods study, we investigated whether goal conflict and negation of goal conflict were associated with goal outcomes (progress, confidence, motivation) and what strategies partners used during the COVID-19 pandemic to negotiate goal conflict. Survey participants ( n = 200) completed a daily diary for a week and weekly longitudinal reports for a month and interview participants ( n = 48) attended a semi-structured interview. Results showed that higher goal conflict was associated with lower goal outcomes, and successful negotiation of goal conflict was associated with better goal outcomes. Qualitative analyses identified three goal conflict negotiation strategies (compromise, integration, concession). Conversations focused on both practical and emotional needs and included respectful communication and space from conflict (timeout or avoidance). The mixed methods results suggest that goal conflict was low during the pandemic and participants were often able to negotiate goal conflict resulting in better goal outcomes.

The Effect of Adolescence Conflict Negotiation Strategy Types on Antisocial Peer Conformity

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How much is too much? Effects of core concerns accommodativeness on emotion, credibility and integrative intention in supervisor-subordinate conflict negotiation

Purpose This study drew on the core concerns framework (CCF) and communication accommodation theory (CAT) to examine the direct and indirect effects of manager core concerns accommodativeness on employee integrative (i.e. cooperative) intention through the mediating role of positive emotional change and manager credibility (i.e. competence, trustworthiness and goodwill). Core concerns accommodativeness refers to the degree to which one responds to another’s socio-psychological needs. Design/methodology/approach A quasi-experimental design was used. A total of 339 working adults from various industries in the USA took an online questionnaire composed of manipulations, closed-ended and open-ended questions. Quantitative data was analyzed using a series of mediation analyses and triangulated with qualitative data. Findings The results showed that both accommodating and overaccommodating manager messages significantly improved employees’ emotional state, perception of manager credibility and integrative intention more than the underaccommodating message. Importantly, the manager communication accommodativeness increases employees’ positive emotional change which heightened the employees’ perception of manager trustworthiness which then stimulated employees’ integrative intention. Qualitative data surprisingly revealed that the overaccommodating message was regarded predominantly positively. Originality/value The mixed-methods approach of this study added deeper insight into the role of communication accommodation and emotion in supervisor-subordinate conflict negotiation, extending both the CCF and CAT literature. The findings also inform managers about how to effectively use the core concerns.

Five Tips for Successful Conflict Negotiation in the Breast Imaging Workplace

Conflict in the workplace is inevitable and disruptive to the team dynamic, ultimately leading to suboptimal patient outcomes if not addressed. Especially in breast imaging, where an interprofessional team is commonplace, spending time to address conflict is critical to building and maintaining relationships among team members. Although institutions may adopt a just culture, workplace paradigms can be challenged when two or more team members encounter misunderstandings around work-related or personal issues. Multiple factors can contribute to promoting workplace conflict, including a toxic culture (the antithesis of just culture), ineffective leadership, hierarchy, unclear expectations or goals, pre-existing assumptions and beliefs, lack of effective communication, and low levels of trust. Developing skills to engage in the difficult conversations to address and resolve conflict are essential to create an efficient and effective team to care for patients. In this manuscript, we provide tips on how each of us can build skills in conflict management and resolution, illustrated in several vignettes. These tips provide practical advice, which ultimately will translate into allowing us to provide better patient care every day.