Leadership Role as a Deterrent Within International Conflict Management

Over time, political and social theorists have struggled to understand the constructive pathways of preventing, mediating, and transitioning societies away from conflict toward sustainable peace. The thread linking leadership with transitional justice instruments is the ontological and epistemological understanding of how to direct judicial strategies toward deterring interstate and intrastate violent activities. In today's environment, the emerging study of transitional justice is recognized as a staple for nation-building, democratic reform, and peacebuilding. This chapter addresses leadership and its role in the transitional justice system. Moreover, this presentation provides a leadership model for transitional justice practitioners as a means to influence deterrence measures and as a potential resolution of today's global judicial challenges with long-term international security implications.

Conflict Resolution as a State Mechanism in Modern Times

The post-industrialized world, which covers the period from the post-World War II to the present decade, has seen different types of real-life conflicts across the professional world. The present chapter is a sustained effort to analyse the post-industrialised conflicts in the light of application of state mechanism to resolve such conflicts in national as well as in international arenas. The term “state mechanism” has been used in a broader sense so that it may cover the control mechanism of the individual state and international control mechanisms of the United Nations.

Conflict, Systems, and Approaches to Conflict Management

Leaders, managers, and high potential talents navigate all kinds of conflicts and situations, whether during organizational change, the implementation of a new organizational culture, negotiating with shareholders and suppliers, or just regular business operations. Oftentimes, conflicts are simple and easy to access and to address. But of recent, the advent of technology; the need to lead through innovation; and the drive to leaner, more matrixed organizations leads to new kinds of disruptions and conflictual situations. Thus, to navigate through the ebb and flow of communication and situations, the adaptive and flexible manager needs to have the right diagnosis of the conflict, foresee the prognosis of unresolved or resolved conflicts and implement the right therapy. Understanding conflict and the many ways on how conflict is enacted and addressed is an art. Therefore, this chapter addresses the plethora of conceptual framework around the notion of conflict, explores the intercultural dimensions of conflict, dissects the in- and out-group nature of conflict to finally offer a simple, yet effective framework to address even the most intractable of conflicts.

A Review of Philosophy of Conflict Resolution Approach in Tong-Il Moo-Do Martial Arts

The purpose of this study is to examine emerging literature for conflict resolution approaches through martial arts. Martial arts involvement is believed to provide positive learning opportunities for youth in general, as well as with regard to specific target groups. In particular, this study focuses on the cause and resolution of conflict philosophy in Tong-Il Moo-Do Martial Arts. To be precise, TIMD philosophy has categorized the root cause of conflict into three reasons: breakdown of interaction, ignoring the higher purpose, and accumulation of conflict.

Conflict Management and Resolution in Context of Educational Institutes

Conflict has been an integral part of collaborative ventures. Educational institutes comprise multiple integrated key activities such as teaching, learning, student management, examination, result declaration along with several administrative tasks. It has also been observed that generally stakeholders do not have formal training to deal with such issues and sometimes lack of knowledge and skills to address the disagreements efficiently adversely affects the overall productivity. Conflicts can occur in various forms starting from verbal dialogue and escalated up to physical confrontations resulting in spoiled relationships. An institutional framework should be designed and must be made transparent, so that all stakeholders understand their roles and responsibilities at the institutions. The obligation and constraint defined clearly can act as an essential tool in de-escalation of conflict. This chapter aims at understanding the modes of conflict, reasons behind conflict, and then designing a framework for conflict management in educational institutes.

Mitigation of Conflicts in Academic Institutions

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.

Conflict Management Models

Conflict is endemic to all social life. It is an inevitable part of living because it is related to situations of scarce resources, division of functions, power relations, and role differentiation. Contradiction, which happens when objectives, intrigue, or estimations of different people or gatherings are contrary, and those individuals hindering others' endeavour for achieving objectives is called authoritative clash or organizational conflict. In this chapter, the authors want to brighten the meaning of conflict on the organisation and conflict management models. Initial models of conflict management were developed in 1970s by organizational and social psychologists. Here, the authors take two conflict management models to clarify the relations and how they influence the organizational execution. Thus, they found that conflict and conflict management can have significant impact on project success.

A Critical Survey of International Journal Articles on Conflict Resolution (1957-2019)

The year 1957 witnessed the ‘space race' between the USA and the USSR through the launch of ‘SPUTNIK' in the Earth's orbit on October 4. The chapter surveys the entire period of the last 62 years from 1957-2019 that has witnessed various types of national/international group/intergroup conflicts and researches pertaining to different resolution strategies as suggested by the international journals of repute. The chapter inter alia deals with 11 foci of international journals of the period in question. The chapter has used semantico-deconstructive methodology for content analysis and interpretation.