Suchergebnisse

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.]

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.

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

Drawing on over 600 references to probe sources of conflict and to prescribe means of reducing tension in organizational, institutional and community settings, this handbook cuts across theoretical perspectives, strategic models and situational contexts.

Rivalry is a form of conflict in which relatively few opponents must make decisions in full knowledge that rivals will perceive those decisions as interfering to a greater or lesser extent with their welfares. Actors' autonomous actions must be undertaken only after opponents' potential reactions have discounted the favorable effects on the initiating agent's welfare in the absence of such reactions. This paper defines an environment of mature rivalry in which this prospective interaction of decisions takes place in a manner that restrains conflict through the fostering of mind-sets, institutions, and conditions that enhance cooperation. The role of uncertainty is featured as a facilitator of these stabilizing tendencies. A formal framework for analyzing the solution process in contexts of mature rivalry is presented using the theory of rivalrous consonance.

This article combines theoretical material and the author's experience in a discussion of conflict and its management in group psychotherapy. The author emphasizes that conflict is an inevitable and important factor in group development. Particular emphasis is placed on the therapist's ability to manage group conflict and how this ability is communicated to the group members. Techniques that aid in the highlighting and resolution of conflict situations are discussed, accompanied by illustrations of group situations arising from the author's practice. Cited in the article is some of the literature discussing the sources and importance of conflicts in groups, conflict related to group development theory, transference and the role of the group leader in managing conflict, the group contract, and resistance.