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This book traces the roots of the two enduring rivalries: the India-Pakistan and Arab-Israeli conflicts. It then compares trends of development and change over time and examines their impact on the persistence of each conflict. Covering a wide range of historical events spanning seven decades in the two regions, including major militarized disputes and peace negotiations, the study points to variation in interstate relations and a significant increase in animosity between states and non-state players. It shows how changes in the agenda and the identity discourse of the main actors involved in these conflicts have undermined the idea of a “two-state” solution, hindering the resolution of the persistent conflicts in South Asia and the Middle East.
Here is a completely updated edition of the best-selling Resolving Conflicts at Work. This definitive and comprehensive work provides a handy guide for resolving conflicts, miscommunications, and misunderstandings at work and outlines the authors’ eight strategies that show how the inevitable disputes and divisions in the workplace actually provide an opportunity for greater creativity, productivity, enhanced morale, and personal growth. This new edition includes current case studies that put the focus on leadership, management, and how organizations can design systems to change a culture of avoidance into a culture of creative conflict. The result is a more practical book for today’s companies and the people who work in them.
"In the tradition of bestselling explainers like The Tipping Point, [this] book [is] based on cutting edge science that breaks down the idea of extreme conflict--the kind that paralyzes people and places--and then shows how to escape it"--
In this monograph, Colonel Tony Pfaff explores the ethical challenges facing the Army in an era of persistent conflict dominated by a variety of irregular threats. Pfaff argues that these challenges arise because irregular adversaries change the character of their war from imposing one's will on the enemy to compelling the enemy to accept one's interest. While this shift may seem subtle, Pfaff argues, it suggests a number of important practical and ethical implications for our way of war. Formerly, civilians were largely separable from warfighting, meaning that our strategies of annihilation and attrition were the most effective--and ethical--paths to victory. But now, when combating irregular threats, civilians are no longer separable from warfighting. Consequently, strategies of annihilation and attrition not only undermine a successful resolution of the conflict, but they are unethical. This last point suggests that the Army needs to adapt the PME to account for these changes and to adopt a number of policies and procedures to account for the expanded role irregular conflicts demand Soldiers play.
While some of us enjoy a lively debate with colleagues and others prefer to suppress our feelings over disagreements, we all struggle with conflict at work. Every day we navigate an office full of competing interests, clashing personalities, limited time and resources, and fragile egos. Sure, we share the same overarching goals as our colleagues, but we don't always agree on how to achieve them. We work differently. We rub each other the wrong way. We jockey for position. How can you deal with conflict at work in a way that is both professional and productive—where it improves both your work and your relationships? You start by understanding whether you generally seek or avoid conflict, identifying the most frequent reasons for disagreement, and knowing what approaches work for what scenarios. Then, if you decide to address a particular conflict, you use that information to plan and conduct a productive conversation. The HBR Guide to Dealing with Conflict will give you the advice you need to: Understand the most common sources of conflict Explore your options for addressing a disagreement Recognize whether you—and your counterpart—typically seek or avoid conflict Prepare for and engage in a difficult conversation Manage your and your counterpart's emotions Develop a resolution together Know when to walk away Arm yourself with the advice you need to succeed on the job, with the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.
A pioneering survey of leading and emerging global artists, curators and art practitioners on the question: can art aid in conflict resolution and therefore reduce global tensions and human suffering? Throughout the centuries, art has documented the atrocities of wars, participated in propaganda campaigns, and served as an advocate for peace and social justice around the world. The aim of this project is to explore how art can assist in creating dialogue and bridges across cultures and opposing groups. Over 100 leading and emerging architects, artists, curators, choreographers, composers, and directors of art institutions around the globe explore the potentially constructive role of the arts in conflict resolution. A summarizing chapter maps out the diverse positions and examines the variety of themes and approaches that were brought up.
Total quality management (TQM), reengineering, the workplace of the twenty-first centuryâ€"the 1990s have brought a sense of urgency to organizations to change or face stagnation and decline, according to Enhancing Organizational Performance. Organizations are adopting popular management techniques, some scientific, some faddish, often without introducing them properly or adequately measuring the outcome. Enhancing Organizational Performance reviews the most popular current approaches to organizational changeâ€"total quality management, reengineering, and downsizingâ€"in terms of how they affect organizations and people, how performance improvements can be measured, and what questions remain to be answered by researchers. The committee explores how theory, doctrine, accepted wisdom, and personal experience have all served as sources for organization design. Alternative organization structures such as teams, specialist networks, associations, and virtual organizations are examined. Enhancing Organizational Performance looks at the influence of the organization's norms, values, and beliefsâ€"its cultureâ€"on people and their performance, identifying cultural "levers" available to organization leaders. And what is leadership? The committee sorts through a wealth of research to identify behaviors and skills related to leadership effectiveness. The volume examines techniques for developing these skills and suggests new competencies that will become required with globalization and other trends. Mergers, networks, alliances, coalitionsâ€"organizations are increasingly turning to new intra- and inter-organizational structures. Enhancing Organizational Performance discusses how organizations cooperate to maximize outcomes. The committee explores the changing missions of the U.S. Army as a case study that has relevance to any organization. Noting that a musical greeting card contains more computing power than existed in the entire world before 1950, the committee addresses the impact of new technologies on performance. With examples, insights, and practical criteria, Enhancing Organizational Performance clarifies the nature of organizations and the prospects for performance improvement. This book will be important to corporate leaders, executives, and managers; faculty and students in organizational performance and the social sciences; business journalists; researchers; and interested individuals.
There is a real security gap in the world today. Millions of people in regions like the Middle East or East and Central Africa or Central Asia where new wars are taking place live in daily fear of violence. Moreover new wars are increasingly intertwined with other global risks the spread of disease, vulnerability to natural disasters, poverty and homelessness. Yet our security conceptions, drawn from the dominant experience of World War II and based on the use of conventional military force, do not reduce that insecurity; rather they make it worse. This book is an exploration of this security gap. It makes the case for a new approach to security based on a global conversation- a public debate among civil society groups and individuals as well as states and international institutions. The chapters follow on from Kaldors path breaking analysis of the character of new wars in places like the Balkans or Africa during the 1990s. The first four chapters provide a context; they cover the experience of humanitarian intervention, the nature of American power, the new nationalist and religious movements that are associated with globalization, and how these various aspects of current security dilemmas have played out in the Balkans. The last three chapters are more normative, dealing with the evolution of the idea of global civil society, the relevance of just war theory in a global era, and the concept of human security and what it might mean to implement such a concept. This book will appeal to all those interested in issues of peace and conflict, in particular to students of politics and international relations.