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Conflict is an unavoidable but potentially productive part of human behavior. When managed effectively, conflict can lead to satisfaction with goals attained, more creative "solutions," and enhanced commit ment to relationships. This article describes a variety of approaches to conflict management, categorizes them, and discusses the similarities of and contributions made by a few widely used models. Detailed descrip tions are given of models that convert conflicts into problems to which problem-solving techniques can be applied.

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.

Strategies of reassurance (S. der erneuten Versicherung oder Bestätigung) gehen von anderen Annahmen aus als die der Abschreckung. Sie setzen zwar ebenso Feindseligkeit als gegeben voraus, aber im Unterschied zur Abschreckung sehen sie die Wurzeln der Feindseligkeit nicht im Streben des Gegners nach einer günstigen Gelegenheit zum Angriff, sondern in seinen Nöten und Schwächen. Sie versuchen nicht, einer Fehleinschätzung durch verbale reassurance vorzubeugen, sondern bieten eine Palette von Reaktionsmöglichkeiten, auf die der Gegner zurückgreifen kann, um die Wahrscheinlichkeit der Androhung oder des Gebrauchs von Gewalt zu verringern. Vier strategies of reassurance - the exercise of restraint, the creation of norms of competition, the making of evocable commitments, regime building - werden an Hand von konkreten Beispielen vorgestellt. (SWP-Hck)

THE END OF COLONIALISM AND THE DECLINE OF COLD WAR BIPOLARITY MEAN THAT THE UNITED STATES AND THE SOVIET UNION MUST FIND NEW WAYS OF RELATING TO A THIRD WORLD THAT IS GROWING INCREASINGLY INFLUENTIAL AND IS SEEKING WAYS TO BE THE MASTER OF ITS OWN DESTINY. THERE HAS BEEN A MARKED GROWTH IN REGIONAL ORGANIZATIONS WITHIN THE THIRD WORLD DESIGNED TO DEAL WITH THE RELATED PROBLEMS OF SOLVING INTERNAL DISPUTES AND REDUCING THE ROLE OF OUTSIDE POWERS IN REGIONAL AFFAIRS. THESE ORGANIZATIONS HAVE MIXED RECORDS, AND SOME COULD POSE THREATS TO BROADER GLOBAL INTERESTS, INCLUDING THOSE OF THE USA AND THE USSR. NONETHELESS, THE TREND TOWARD REGIONALIZATION IS PERVASIVE, AND IN MANY CASES REGIONAL GROUPINGS CAN DEAL WITH PROBLEMS THAT THE SUPERPOWERS NO LONGER CAN OR WANT TO HANDLE. MOSCOW AND WASHINGTON MUST JUDGE EACH CASE ON ITS OWN MERITS, BUT THEIR GENERAL APPROACH SHOULD BE TO LET REGIONAL GROUPINGS CARRY AS MUCH OF THE BURDEN AS POSSIBLE.

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.

PurposeThis introduction aims to summarize five studies in this special issue on conflict management in the Middle East. These studies highlight how conflict management research relates to important issues in this critical region of the world.Design/methodology/approachThe five studies were combined into this single issue so that readers can compare, contrast, and integrate scholarship from many countries, including Egypt, Iran, Israel, Lebanon, and Turkey, and cultures in this region.FindingsThe studies show that several conceptualizations of national culture can help in understanding and predicting negotiation and conflict management behaviors in this region.Research implicationsThe studies show the need for future research on conflict management in the Middle East and show that theories and methods used in other countries and cultures can be adapted to this region.Originality/valueFour of the five studies used original data not reported elsewhere and gathered in countries that have not been reported in prior studies.

There is no organization without conflict situations. It is known that 80% of conflict situations occur independently of human will. Its causes are people's individual characteristics, as well as structure of the organization, conditioned by the culture established in the organization. How correctly organizational management analyzes the causes of conflicts, managing stress, diagnostic of the conflict and its management are reflected on the psychological climate of the organization. The psychological climate is directly related to the labor productivity of each member of the organization and the whole organization itself. On the background of strenuous labor relations, the potential of the organization members is spent on the settlement of the conflict environment and it takes a large part of their time budget. Proper use of time resources affects labor productivity. The Human Resources Management Laboratory which is functioning at Ivane Javakhishvili Tbilisi State University has already conducted a research in this regard. Due to the actuality of the issue, the laboratory aimed to conduct a further research about conflict situations in the organization. The research was focused on the Faculty of Economics and Business of Ivane Javakhishvili Tbilisi State University. 458 respondents were interviewed including Bachelor's and Master's Degree Students, Professors and Administration Representatives. The questionnaire included 36 questions and 133 options of response. As a result of the research,frequency of conflict situations in the organization was established, the active link of conflict situations. The reasons for the involvement of the collective team members into the conflict have been identified. The attitude of respondents of different categories was interesting in terms of resolving conflict situations. Conflict situations combined with the rest of the stages include the analysis of the causes. Different categories of respondents differently understand the importance of analyzing the causes of conflicts. The study finally made many interesting problems clear. The results obtained were processed by the SPSS program. We have formulated the hypothesis, studied the influence of the status and the gender of a respondent (bachelor, master, professor, and representative of the administration) on up to 15 variables. Trends were revealed through the tables developed on dispersion analysis. The conclusions made on the basis of the analysis of the survey results gave us the opportunity to make recommendations for the recovering and systemic improvement of the established values in the organization. The planned events will help the collective to undergo 3 stages of self-organization, meet the needs of the members, which will improve the psychological situation in the collective. It will facilitate each member's involvement in order to protect the organization's prestige and traditions. It is interesting to note that the majority of respondents are loyal to the university, which confirms the true fact that Ivane Javakhishvili Tbilisi State University is number one university in the country as well as in the region, is being developed and is constantly maintaining the championship and is trying to improve the conditions of the collective members.

PurposeThis introduction aims to summarize five studies included in this themed issue that focus on conflict management and performance outcomes. These studies highlight how conflict management research can help organizations perform more effectively.Design/methodology/approachThe five selected studies were combined into this single issue so that readers can compare and contrast scholarships from many countries and cultures, including Brazil, Canada, Indonesia, The Netherlands, Norway, and Taiwan to see how conflict management research relates to actual performance outcomes around the world.FindingsThese studies show that negotiations conducted by two‐person dyads resulted in higher outcomes when compared to negotiations conducted by multi‐person groups. In addition, when negotiators consider more than one issue at a time and use a constructive problem solving approach, they can reach better outcomes. In addition, higher self‐efficacy of the negotiator can increase objective negotiation outcomes, but only to a point beyond which more self‐efficacy can have a negative effect. One dimension of employee work performance, innovation, is shown to have several interesting relationships with other variables. Two studies found that innovative work behaviors had a positive relationship to workplace conflict. One study showed that task conflict seemed to relate to increased innovative work behaviors. Another study found a positive relationship between a broader measure of innovative work behaviors and conflicted with workers. The positive relationship between task conflict and innovative behaviors seemed to increase when there was more support for innovation. In addition, the positive relationship between innovative behavior and conflict with coworkers seem to decrease when there was more distributive justice in workplace rewards. These studies also showed significant relationships between conflict management and subjective outcomes, such as subjective perceptions of negotiations, job satisfaction, turnover intentions, and relationships between coworkers.Research limitations/implicationsThese studies outline ways for organizations to design conflict management principles both to increase the objective outcomes of negotiations and to induce their employees to be more innovative at work.Originality/valueAll five studies used original data not reported elsewhere and gathered in various countries that have not been reported in prior studies.

Effectively resolving conflict prevents violence, reduces incidents, improves productivity, and contributes to the overall health of an organization. Unlike the traditionally reactive law enforcement approach to resolving conflict, Conflict Management for Security Professionals provides a proven, reliable, business-focused approach that teaches security personnel to diffuse situations before they escalate when dealing with uncooperative, dangerous, or violent individuals. Covering everything from policies and procedures to security tactics and business impact, Conflict Management for Security Professionals uniquely addresses conflict resolution from a security perspective for managers, policy makers, security officials, or anyone else who interacts with people every day. This book helps organizations create and maintain safe environments without interfering with their ability to remain profitable, competitive, and relevant. Comprehensive and systematic conflict management and resolution program geared specifically for the needs of security managers, supervisors, and officers. Incorporates classroom and field-tested conflict resolution concepts, models, and approaches. Addresses everything from policies and programs to tactics for a wide variety of stakeholders in any private or public organization