Resolving Identity-Based Conflict In Nations, Organizations, and CommunitiesWiley, 5. lip 1997. - Broj stranica: 195 Conflict 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 112
... union to lower its guard . Some months later , the union and management engage in col- lective bargaining . Despite a failure to get union leadership to sign on to a new cooperative process , Jen continues her efforts unilater- ally ...
... union to lower its guard . Some months later , the union and management engage in col- lective bargaining . Despite a failure to get union leadership to sign on to a new cooperative process , Jen continues her efforts unilater- ally ...
Stranica 136
... union - management council , symbolically calling it " HUMANCIL . " This title demonstrates both that the council is constituted of the distinct groups - union and management ( u- man ) , which seek to retain their separate identities ...
... union - management council , symbolically calling it " HUMANCIL . " This title demonstrates both that the council is constituted of the distinct groups - union and management ( u- man ) , which seek to retain their separate identities ...
Stranica 139
... union is losing grievances more often than before . Often these sim- ple grievances would previously have been " won " by the union . Now the total number of grievances heard has been reduced , and the simple ones that the union ...
... union is losing grievances more often than before . Often these sim- ple grievances would previously have been " won " by the union . Now the total number of grievances heard has been reduced , and the simple ones that the union ...
Sadržaj
The ARIA Quartet Conflict | 1 |
Surfacing Differences | 21 |
Articulating Common Needs | 33 |
Autorska prava | |
Broj ostalih dijelova koji nisu prikazani: 6
Uobičajeni izrazi i fraze
Abraham Maslow action adversarial framing African National Congress agenda analytic empathy antagonism approach ARIA framework ARIA Quartet articulate Attributional bias attributions bargaining begin blame coach compromise concerns conflict audit conflict engagement conflict management conflict resolution cooperation creative culture deep conflict defined dialogue discussion disputants dynamics East Jerusalem example feel flict foster frustrated fulfill gain goals hopes and fears Horace Kallen human HUMANCIL iden identity conflicts identity issues identity needs integrative interactive interest-based interests intergroup intervention intragroup intransigent conflict inventions Israel Israelis and Palestinians Jerusalem Peace Initiative joint leaders motivations musicians mutual needs and values negative orange organization organizational outcomes participants parties phase planning political positions problem solving promote proposed reflexive reframing resonance responsibility role Rothman safety says seek shared side solutions stake suggest tinians tion tive transformation Twite underlying needs union and management viewed Yitzhak Rabin