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This research work entitled "conflicts and conflict management in primary schools in Kaura Local Government Area of Kaduna State." The population for the study was 1, 147 and 170 respondents were purposively sampled for this study. The analytical tools used were frequency, percentages and analysis of variance (ANOVA).The findings showed that there was a significant difference in the opinion of the respondents on the causes of conflict in primary schools in Kaura Local Government Area of Kaduna State; there was no significant difference in the opinion of the respondents on the types of conflicts in primary schools in Kaura Local Government Area of Kaduna State; there was a significant difference in the opinion of the respondents on the effects of conflict in primary schools in Kaura Local Government Area of Kaduna State; and there was a significant difference in the opinion of the respondents on the methods of managing conflict in primary schools in Kaura Local Government Area of Kaduna State. It was recommended that Head teachers should ensure that conflicts is brought down to it minimal level to enhance the effectiveness of teaching and learning, to raise the morale of teachers and pupils, to reduce indiscipline, to maintain unity and to reduce delinquency among pupils in some of the selected primary schools. Head teachers should encourage effective communication, create awareness, effective guidance and counseling, sincerity and openness in the schools, fair hearing at all times to the two parties involved in conflict in the schools.

Mediation Series is a set of three guides that will help policy-makers, organizations and practitioners build mediation practice and culture. The Series include Mediation Essentials, Integrated Conflict Management Design Workbook, and Making Mediation Law. Mediation Essentials serves as a complete orientation guide to ADR in general and to mediation. Making Mediation Law offers a robust perspective on how to design mediation policy and legislation. Guidance in this area is in high demand and scarce (besides the UNCITRAL Model Law on International Commercial Conciliation and its Guide, there aren't many other comprehensive resources). We hope that Making Mediation Law will effectively fill that gap. Integrated Conflict Management Design Workbook offers a hands-on focus for designing effective dispute management systems for organizations.

Conflict is an inevitable part of any society. It often alters the social relations in society. Effective management of conflict requires an improvement in distorted social relations. The aim of this paper is to offer an action‐oriented, learning‐based methodology to address over‐growing conflict in society. Based on the examination of the conventional approaches used in rural Nepal, this paper argues that conventional methodologies are not able to resolve growing social conflicts in the community. This paper concludes that a more responsive conflict management methodology is required to deal with growing social conflict in the community. This paper then offers the correct management methodoligies to fill this badly needed gap.

PurposeThis paper aims to determine the impact of perceived virtuality on team dynamics and outcomes by adopting the Input-Mediators-Outcome (IMO) framework. Further, it also investigates the mediating role of team processes and emergent states.Design/methodology/approachThe authors collected survey data from 315 individuals working in virtual teams (VTs) in the information technology sector in India using both offline and online questionnaires. They performed the analysis using Partial Least Squares Structural Equation Modelling (PLS-SEM).FindingsThe authors investigated two sets of hypotheses – both direct and indirect (or mediation interactions). Results show that psychological empowerment and conflict management are significant in managing VTs. Also, perceived virtuality impacts team outcomes, i.e. perceived team performance, team satisfaction and subjective well-being.Research limitations/implicationsThe interplay between the behavioural team process (conflict management) and the emergent state (psychological empowerment) was examined. The study also helps broaden our understanding of the various psychological variables associated with teamwork in the context of VTs.Practical implicationsFindings from this study will aid in assessing the consequences of virtual teamwork at both individual and organisational levels, such as guiding the design and sustainability of VT arrangements, achieving higher productivity in VTs, and designing effective and interactive solutions in the virtual space.Social implicationsThe study examined the interplay between behavioural team processes (such as conflict management) and emergent states (such as psychological empowerment). The study also theorises and empirically tests the relationships between perceived virtuality and team outcomes (i.e. both affective and effectiveness). It may serve as a guide to understanding team dynamics in VTs better.Originality/valueThis exploratory study attempts to enhance the current understanding of the research and practice of VTs within a developing economy.

Conflict models taught in the classroom often highlight the need for "collaborative" conflict outcomes. This experiential exercise combined with a canvas tool helps participants frame the complexities of conflict to better understand these factors. Participants are encouraged to view a conflict situation "from the balcony," removing themselves from the emotional and competitive components associated with conflict. Participants are given a canvas or road map to help frame conflict situations, including understanding each party's viewpoint, motivations, and interpersonal histories. Specific instructions, example conflict vignettes, and guidance for debriefing the exercise are provided.

ObjectiveWhen do third‐party states engaged in military support of civil war governments resort to conflict management, such as negotiation or mediation, with rebels? Current research underemphasizes the role of third‐party state domestic conditions as precipitating the resort to conflict management. To do so, we formulate two explanations linking third‐party state domestic politics to conflict management with rebels: (1) gambling for resurrection, in which a weak third‐party state leader eschews conflict management in the pursuit of a victory that will rehabilitate his or her political survival; and (2) cutting losses, in which a weak third‐party leader resorts to conflict management to reduce the domestic political costs associated with continued fighting.MethodWe identify a sample of 32 civil conflicts during the 1960–2004 period in which a third‐party state deploys troops to defend a central government against a rebellion. We code the timing of negotiation and mediation offers between the third‐party and the rebels. We then rely on third‐party state economic conditions as a barometer of the political survival that shapes the third‐party's resort to conflict management.ResultsA logit analysis supports the cutting losses expectation that third‐party states seek conflict management when political survival at home is at risk.ConclusionThe analysis underscores the necessity of incorporating the domestic politics of third‐party states in studies of interventions into civil wars and conflict management attempts therein.

A descriptive study of 71 task-oriented groups was undertaken to assess the relationships among the amount of perceived inequity, group satisfaction, amount of perceived conflict, quality of group outcome, types of conflict and styles of conflict management. Results indicated that inequity was negatively related to the amount of expressed satisfaction with the group and positively related to the amount ofperceived conflict within the group. Inequity was associated more strongly with conflict centered around people than conflict centered around the task. Inequity was least associated with groups not experiencing conflict. In terms of styles of conflict management, groups characterized by integrative management reported less perception of inequity than did groups using an avoidance style. Group satisfaction was found to be negatively related to the amount of conflict experienced. However, the results provided interpretive support for the proposition that group satisfaction is more strongly associated with integrative conflict-management styles than avoidance styles. Finally, it was found that people conflicts were predominantly associated with avoidance management styles and task conflicts with integrative styles.

Studied conflict management in 21 eating-disordered (ED) patients and their husbands and in 21 maritally distressed (MD) and 21 non-distressed (ND) couples. On the Problem List, ED couples reported significantly more conflict topics than ND couples, yet fewer than MD couples. The interaction during a conflict discussion was videotaped and the (verbal and nonverbal) components were rated according to the Kategoriensystem für Partnerschaftliche Interaktion coding system. Contradicting the prediction of an unequal dominance structure, the observed interactions appeared to be more egalitarian in ED couples than in both control groups. ED couples showed less positive escalation than ND couples, and less negative escalation than MD ones, and a striking tendency to neutralize conflicts. The most common ED interaction pattern was one partner acting increasingly negative and the other counteracting the escalation.

Studied conflict management in 21 eating-disordered (ED) patients and their husbands and in 21 maritally distressed (MD) and 21 non-distressed (ND) couples. On the Problem List, ED couples reported significantly more conflict topics than ND couples, yet fewer than MD couples. The interaction during a conflict discussion was videotaped and the (verbal and nonverbal) components were rated according to the Kategoriensystem für Partnerschaftliche Interaktion coding system. Contradicting the prediction of an unequal dominance structure, the observed interactions appeared to be more egalitarian in ED couples than in both control groups. ED couples showed less positive escalation than ND couples, and less negative escalation than MD ones, and a striking tendency to neutralize conflicts. The most common ED interaction pattern was one partner acting increasingly negative and the other counteracting the escalation.

The purpose of this study was to examine the relationship between the Big Five personality factors and five styles of handling interpersonal conflict. The Big Five factors are extroversion, openness, conscientiousness, agreeableness, and neuroticism, and the five conflict styles are integrating, obliging, dominating, avoiding, and compromising. A total of 351 students completed questionnaires. As a check on generalizing the results beyond students, 110 managers also completed the same surveys. The main results indicate that extroversion, conscientiousness, openness, and agreeableness have a positive relationship with integrating style. Extroversion has a positive relationship with dominating, while agreeableness and neuroticism have negative relationships with dominating. Extroversion, openness, and conscientiousness have a negative relationship with avoiding, while agreeableness and neuroticism have a positive relationship with avoiding. Implications of the study and suggestions for future research are discussed.