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 6
... usually misrepresented as disputes over tan- gible resources . Moreover , they often wax and wane , fluctuating in intensity . Sometimes such conflicts are severe ; sometimes they go underground . But unless accurately identified and ...
... usually misrepresented as disputes over tan- gible resources . Moreover , they often wax and wane , fluctuating in intensity . Sometimes such conflicts are severe ; sometimes they go underground . But unless accurately identified and ...
Stranica 14
... usually found between two starting points , there is no point in making moderate offers . Good bargaining techniques would sug- gest a point of departure far more extreme than what one is willing to accept . The more outrageous the ...
... usually found between two starting points , there is no point in making moderate offers . Good bargaining techniques would sug- gest a point of departure far more extreme than what one is willing to accept . The more outrageous the ...
Stranica 23
... usually regresses to unproductive haggling and blaming before it can move forward into something new and mutually satisfying . " How do you feel ? " I often ask at the end of this phase , and " How shall we pro- ceed ? " The response is ...
... usually regresses to unproductive haggling and blaming before it can move forward into something new and mutually satisfying . " How do you feel ? " I often ask at the end of this phase , and " How shall we pro- ceed ? " The response is ...
Sadržaj
The ARIA Quartet Conflict | 1 |
Surfacing Differences | 21 |
Articulating Common Needs | 33 |
Autorska prava | |
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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