Resolving Identity-Based Conflict In Nations, Organizations, and CommunitiesConflict can either destroy or create—depAnding on whether and how it is guided. This is the simple yet profound insight that underlies Jay Rothman's innovative new framework for understanding and transforming identity-based conflict in nations, organizations, and communities. Reading a newspaper, working in an organization, or sitting in on a town meeting can provide vivid examples of identity conflicts in action. Based in the national, organizational, and community groups that provide individuals with meaning, safety, and dignity, identity conflicts are passionate and volatile because they strike at our core: who we really are and what we care about most deeply. Though often impervious to traditional methods of conflict management, identity-based conflict also provides adversaries with dynamic opportunities for finding not only common ground, but higher ground than separate parties could have found on their own. Grounded in his grassroots conflict resolution work in the Middle East — work that earned him the honor of witnessing the historic White House handshake between Prime Minister Yitzhak Rabin and PLO President Yasser Arafat — and brilliantly refined to address a wide range of organizational and community conflicts, Rothman's ARIA model is a versatile and innovative synthesis of the best contemporary ideas in conflict management, resolution, and transformation. Step by step, Resolving Identity-Based Conflict traces the ARIA journey through Antagonism, Resonance, Invention, and Action in a variety of environments. In straightforward, jargon-free language, Rothman conveys solid theoretical insights and practical how-to's that allow researchers and practitioners to:
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Stranica 33
But reflexivity is interactive . It begins from the self and gradually shifts focus to the interchange between Us and Them . An adage says that when you point your finger at someone , look where your other three fingers are pointing .
But reflexivity is interactive . It begins from the self and gradually shifts focus to the interchange between Us and Them . An adage says that when you point your finger at someone , look where your other three fingers are pointing .
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a In this chapter I will describe and illustrate reflexive conflict reframing and the transformative process of interactive introspection . In this process disputants speak with each other about their essential concerns , and resonance ...
a In this chapter I will describe and illustrate reflexive conflict reframing and the transformative process of interactive introspection . In this process disputants speak with each other about their essential concerns , and resonance ...
Stranica 42
No longer is conflict something out there , something They have done to Us . Instead , it is something interactive . “ You are in conflict with me because I am in conflict with you , and I am in conflict with you because you are in ...
No longer is conflict something out there , something They have done to Us . Instead , it is something interactive . “ You are in conflict with me because I am in conflict with you , and I am in conflict with you because you are in ...
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The ARIA Quartet Conflict | 1 |
Surfacing Differences | 21 |
Articulating Common Needs | 33 |
Autorska prava | |
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accept action adversaries agree antagonism approach ARIA ARIA framework articulate attributions become begin better blame build chapter clear compromise concerns conflict resolution cooperation creative culture deep defined designed discussion disputants dynamics effective efforts engagement established example expression feel force foster frame frustrated functional further gain give goals human ideas identity conflicts important initially integrative interactive interests inventions Israelis issues Jerusalem joint lead leaders levels live means meeting motivations move mutual needs negative negotiation organization Palestinians participants parties peace phase planning political positions possible practical problem problem solving promote proposed questions reflexive reframing relations resonance respective responsibility role safety says seek sense shared side solutions stake step suggest task things tion transformation underlying understand union values viewed