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"August 1998." ; Shipping list no.: 98-0003-P. ; Includes bibliographical references (p. A-1 - A-17). ; Mode of access: Internet.

This new textbook provides students with an accessible overview of the logic, evolution, application and outcomes of the five major approaches of the growing field of international conflict management: traditional peacekeepingpeace enforcement and support operationsnegotiation and bargainingmediationadjudication. The book aims to provide the student with a fuller understanding of the strengths and weaknesses of these five techniques within the dynamic context of the contemporary security environment, especially in relation to recent and ongoing case studies of inter-state and intra-state conflict. To demonstrate the changing nature of security in the post-Cold War world, the text contrasts this with competing visions of security during the Cold War and earlier periods, and provides numerous points of comparison with the dominant causes, types, strategy, and prosecution of warfare in other eras. International Conflict Management will be essential reading for all students of conflict management, mediation, peacekeeping, peace and conflict studies, and international security in general. Michael J. Butler is an Assistant Professor in the Department of Government and International Relations at Clark University (USA).

Achieving peace and building the institutions that will make it last require much time and effort on the part of adversaries. While making this effort, the likelihood of peace is uncertain, and preparations for conflict are ongoing. Using a model that takes such considerations into account, adversaries divide their resources between "guns,""butter," and investments in conflict management. Even when all adversaries undertake sizable investments in conflict management, peace is uncertain. Results show that larger initial wealth increases the likelihood of peace, whereas the number of adversaries can have widely different effects. A larger number of adversaries in cases of international conflict tends to increase the likelihood of peace but has the opposite effect in cases of domestic conflict.

Achieving peace & building the institutions that will make it last require much time & effort on the part of adversaries. While making this effort, the likelihood of peace is uncertain, & preparations for conflict are ongoing. Using a model that takes such considerations into account, adversaries divide their resources between "guns," "butter," & investments in conflict management. Even when all adversaries undertake sizable investments in conflict management, peace is uncertain. Results show that larger initial wealth increases the likelihood of peace, whereas the number of adversaries can have widely different effects. A larger number of adversaries in cases of international conflict tends to increase the likelihood of peace but has the opposite effect in cases of domestic conflict. 2 Figures, 14 References. [Copyright 2002 Sage Publications, Inc.]

This article focuses on India's relationship with Sri Lanka in examining why a regional power failed to manage a conflict in its immediate neighborhood. Historical and domestic factors help explain India's largely hands-off policy (1991–2006). In contrast, regional and international factors underpin its support of Colombo's military campaign against the Liberation Tigers of Tamil Eelam, including New Delhi's concerns about China.

The conflict is a disagreement within oneself or differences or dispute among persons that has potential to cause harm. It is inevitable and may occur in any profession including healthcare. It could be among any group of healthcare professionals or healthcare team between different group of healthcare professionals or between patient and any of the member of healthcare team. The conflict has a critical effect on the competence, confidence, and morale of healthcare professionals. Consequently, it affects patient care too. To prevent or limit the conflict, emphasis must be focused on proper and impartial implementation of a professional code of conduct, ground rules and discipline. The sources of conflict could real or imagined differences in values, dissimilar goals among individuals, improper communication and personalization of generic or organizational issue. Generally, there are four types of conflicts, intrapersonal, interpersonal, intragroup and intergroup.The conflict usually goes through four phases, frustration of one or more parties involved in conflict, conceptualization or rationalization of cause, expression of behaviors and behaviors resulting in negative outcome. Thomas and Kilmann postulated a matrix explaining five distinct responses or styles to conflict resolution or management varying along the axis of assertiveness and cooperativeness. These five styles are avoiding, accommodating, compromising, competing and collaborating. The issue in conflict is not its existence, rather its management. When it is managed poorly, the outcome will be uncomplimentary with counterproductive results and if managed properly, it encourages competition, recognize legitimate differences and becomes powerful source of motivation.Keywords: Conflict, healthcare, management of conflict, source of conflict, type of conflict.