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An analysis of disputing in organizations, based on research & theory about people's encounters with organizations, rather than the traditional dispute processing literature. Following a brief introduction defining key terms, focus shifts to the existence of a "dispute paradox" in organizations, ie: although disputes are natural, normal, & perhaps even healthy components of organizations, they are usually taken as indicators of organizational failure. Exemplars of current research on disputing in organizations are provided, & five directions for future research suggested, emphasizing the fifth, ie, the utility of distinguishing the structure of interaction among groups of organizational actors, called mass contact vs individualized contact. 1 Table, 62 References. Modified AA

Ambalat dispute occurs in the area of Ambalat, located off the coast of the Indonesian province of East Kalimantan and southeast of the Malaysian State of Sabah. Many accidents have occurred in this area, and some of them involving navies from both of the state. Although this dispute has called for a need of serious settlement, none of this State has taken an effort to solve this long-term dispute that has become a problem to their harmony life as a neighboring State. Diplomatic protest, navy hot pursuit, and battle of natural resource exploitation are the dispute that be on the list of the effect of this Ambalat dispute, and if this dispute will not be solved in any time soon, the future generation of both state will still inherit and cannot use the natural resources contained in Ambalat area effectively. Seeing the urgency to solve this Ambalat dispute, the author would like to analyze the possible dispute settlement of this dispute, whether it is through ITLOS as it is provided in UNCLOS, or any other peaceful means. In writing this paper, the author is using the book research method.

Metadata only record ; This section identifies institutions and individuals involved in dispute settlement. Within the village setting and nationwide, individual Gambians have become particularly well-known as skillful mediators and peace-keepers. The skills, characteristics and motivations of individuals shape settlement processes and outcomes. These skillful mediators can determine how laws become adapted to, or do not adapt to, new situations. Whether a conflict is resolved or left to fester is often contingent upon the presence (or absence) of a strong leader. Across all interviews conducted for this study, there seems to be a consensus on the skills of a strong leader. A strong leader must possess: knowledge of tradition, knowledge of traditional ways of solving disputes, knowledge of the laws of the new military government and the former government, reasonableness, recognition of people's position in society, knowledge of Islamic jurisprudence and knowledge of local languages. ; Available in SANREM office, FS

PurposeThe purpose of this paper is to explore the influence of conflict management on conflicts at work. Design/methodology/approach – A total of 148 post‐graduate students in management responded to a questionnaire online. Two cluster analyses were performed to identify dispute resolution patterns and organizational dispute states. Then, cross tabulation between the two clusters was performed (Pearson's chi‐square coefficient and Sommer's D statistic). Findings – Cluster analyses identified three styles of dispute resolution pattern – interest‐based, based on controlled power, and power‐based – and three different organizational dispute states: harmony, dissonance, and conflict. Finally, the influence of resolution patterns on dispute states was been confirmed by the cross tabulation. Research limitations/implications – Firstly, Ury et al.'s theoretical typology should be revised, especially for the rights‐based approach. Secondly, the results of our cluster analysis indicate that it might not be necessary to measure the emotional and behavioral dimension of conflict separately. Thirdly, our research confirms the impact of conflict management on conflicts at work. Practical implications – The results show that dispute resolution patterns have a non‐negligible influence on organizational conflict states. In order to increase the likelihood of a harmony state, an interest‐based dispute resolution pattern should be adopted. Originality/value – First, the statistical technique used – cluster analysis – is somewhat innovative. Secondly, this research shows that dispute resolution patterns may affect organizational dispute states.

AbstractThis article presents research findings indicating that multiple issues and ongoing relationships within family disputes can improve mediation success. By concentrating on these elements, the author suggests that the presence or absence of such characteristics can contribute to the success or failure of a wide variety of mediated cases.