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67-562: The EU Programme for Peace & Reconciliation in Northern Ireland and the Border Region of Ireland , known as Peace III , aims to "reinforce progress towards a peaceful and stable society and promote reconciliation ". The previous programmes were Peace I (1995–1999) and Peace II (2000–2004). In July 2022, a new €1.1 billion / £1 billion "PEACE PLUS" programme was announced, to be administered by SEUPB, jointly funded by

134-668: A communication style and strategy, assertiveness is thus distinguished from both aggression and passivity . How people deal with personal boundaries , including their own and those of other people, helps to distinguish between these three concepts. Passive communicators are not likely to try to influence anyone else because they fear social conflict. Because of this fear, passive communicators do not defend their own personal boundaries or ideas, and thus allow aggressive people to abuse or manipulate them. Additionally, they often hold in negative feelings such as anger because they allow this domination to happen. Aggressive people do not respect

201-581: A conflict that may lead to very different outcomes to be valued according to the particular situation and the available negotiation resources: When one of the conflict's parts firmly pursues his or her own concerns despite the resistance of the other(s). This may involve pushing one viewpoint at the expense of another or maintaining firm resistance to the counterpart's actions; it is also commonly known as "competing". Forcing may be appropriate when all other, less forceful methods, do not work or are ineffective; when someone needs to stand up for his/her own rights (or

268-475: A conflict, the emotional energy. Behavioral resolution is reflective of how the disputants act, their behavior. Ultimately a wide range of methods and procedures for addressing conflict exist, including negotiation , mediation , mediation-arbitration, diplomacy , and creative peacebuilding . Dispute resolution is conflict resolution limited to law , such as arbitration and litigation processes. The concept of conflict resolution can be thought to encompass

335-462: A key discursive asset for speakers of minoritized languages . An example of this use is Mantinc el català , that aims to raise self-awareness in Catalan speakers about the importance of not shifting unconsciously and at first glance to Spanish in conversations with unknown people. Assertiveness may be practiced in an unbalanced way, especially by those new to the process: "[One] problem with

402-402: A later time, they may come back and attack with a sense of impunity or righteous indignation. Assertive communication attempts to transcend these extremes by appealing to the shared interest of all parties; it "focuses on the issue, not the person". Aggressive and/or passive communication, on the other hand, may mark a relationship's end, and reduce self-respect. Assertive people tend to have

469-431: A mutually satisfying (" win-win ") solution for everyone involved. Assertiveness Assertiveness is the quality of being self-assured and confident without being aggressive to defend a right point of view or a relevant statement. In the field of psychology and psychotherapy , it is a skill that can be learned and a mode of communication. Dorland's Medical Dictionary defines assertiveness as: Assertiveness

536-430: A normal part of human interactions. The type of conflict and its severity may vary both in content and degree of seriousness; however, it is impossible to completely avoid it. Actually, conflict in itself is not necessarily a negative thing. When handled constructively it can help people to stand up for themselves and others, to evolve and learn how to work together to achieve a mutually satisfactory solution. But if conflict

603-496: A particular objective (e.g. different work styles). Conflict occurs also when there is direct or indirect competition between people or when someone may feel excluded from a particular activity or by some people within the company. Lack of communication or poor communication are also significant reasons to start a conflict, to misunderstand a particular situation and to create potentially explosive interactions. Although different conflicts may require different ways to handle them, this

670-415: A problem for all partners. Collaborating may be the best solution when consensus and commitment of other parties is important; when the conflict occurs in a collaborative, trustworthy environment and when it is required to address the interests of multiple stakeholders. But more specially, it is the most desirable outcome when a long-term relationship is important so that people can continue to collaborate in

737-408: A process for how [...] to regulate the incompatibility." A ceasefire is another form of agreement made by warring parties; unlike a peace agreement, it only "regulates the conflict behaviour of warring parties", and does not resolve the issue that brought the parties to war in the first place. Peacekeeping measures may be deployed to avoid violence in solving such incompatibilities. Beginning in

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804-424: A productive way; collaborating is in few words, sharing responsibilities and mutual commitment. For parties involved, the outcome of the conflict resolution is less stressful; however, the process of finding and establishing a win-win solution may be longer and should be very involving. It may require more effort and more time than some other methods; for the same reason, collaborating may not be practical when timing

871-463: A result of different perceptions more than actual differences. Conflicts may involve team members, departments, projects, organization and client, boss and subordinate, organization needs vs. personal needs, and they are usually immersed in complex relations of power that need to be understood and interpreted in order to define the more tailored way to manage the conflict. There are, nevertheless, some main approaches that may be applied when trying to solve

938-519: A severe disagreement between at least two sides where their demands cannot be met by the same resources at the same time. The Ripeness theory by I. William Zartman introduces the concept of a "ripe moment" for the commencement of peace negotiations in a conflict, a necessary (but not sufficient) condition that must be fulfilled before actors in a conflict will be willing to faithfully engage in peace negotiations: The ripe moment requires: Without these features, Zartman argues that belligerents will lack

1005-406: A transition to a Win-Win solution in the future becomes particularly more difficult when someone. Relationships between organizations, such as strategic alliances , buyer-supplier partnerships, organizational networks, or joint ventures are prone to conflict. Conflict resolution in inter-organizational relationships has attracted the attention of business and management scholars. They have related

1072-578: A useful tool in the prevention of alcohol-use disorders. Psychological skills in general including assertiveness and social skills have been posed as intervention for a variety of disorders with some empirical support. In connection with gender theory , " Tannen argues that men and women would both benefit from learning to use the others' style. ... So, women would benefit from assertiveness training just as men might benefit from sensitivity training". Regarding language revitalization and to avoid passive bilingualism phenomena, assertiveness has become

1139-415: A warring party must be a "government of a state or any opposition organization or alliance of organizations that uses armed force to promote its position in the incompatibility in an intrastate or an interstate armed conflict". Wars can conclude with a peace agreement , which is a "formal agreement... which addresses the disputed incompatibility, either by settling all or part of it, or by clearly outlining

1206-458: A way that will not spiral into aggression". An individual may employ an assertive communication if others' actions threaten one's boundaries, one communicates this to prevent escalation. In contrast, "aggressive communication" judges, threatens, lies, breaks confidences, stonewalls, and violates others' boundaries. At the opposite end of the dialectic is "passive communication". Victims may passively permit others to violate their boundaries. At

1273-438: A win-win solution to the problem in hand, or at least to find a solution that most satisfies the concerns of both parties. The win-win approach sees conflict resolution as an opportunity to come to a mutually beneficial result; and it includes identifying the underlying concerns of the opponents and finding an alternative which meets each party's concerns. From that point of view, it is the most desirable outcome when trying to solve

1340-542: Is a stub . You can help Misplaced Pages by expanding it . This article about the European Union is a stub . You can help Misplaced Pages by expanding it . Conflict resolution Conflict resolution is conceptualized as the methods and processes involved in facilitating the peaceful ending of conflict and retribution . Committed group members attempt to resolve group conflicts by actively communicating information about their conflicting motives or ideologies to

1407-526: Is a communication skill that can be taught and the skills of assertive communication effectively learned. Assertiveness is a method of critical thinking, where an individual speaks up in defense of their views or in light of erroneous information. Additionally, assertive people are capable of being outspoken and analyze information and point out areas of information lacking substance, details or evidence. Thus, it can be noted that assertiveness supports creative thinking and effective communication. However, during

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1474-400: Is a list of fundamental strategies that may be implemented when handling a conflictive situation: A conflict is a common phenomenon in the workplace; as mentioned before, it can occur because of the most different grounds of diversity and under very different circumstances. However, it is usually a matter of interests, needs, priorities, goals or values interfering with each other; and, often,

1541-554: Is a sort of agreement between targets and aggressors on this curve. Their judgements of badness compared to goodness of each other are analogous on CRC. So, arrival of conflicting entities to some negotiable points on CRC is important before peace building. CRC does not exist (i.e., singular) in reality if the aggression of the aggressor is certain. Under such circumstances it might lead to apocalypse with mutual destruction. The curve explains why nonviolent struggles ultimately toppled repressive regimes and sometimes forced leaders to change

1608-461: Is also known as Avoiding. This outcome is suitable when the issue is trivial and not worth the effort or when more important issues are pressing, and one or both the parties do not have time to deal with it. Withdrawing may be also a strategic response when it is not the right time or place to confront the issue, when more time is needed to think and collect information before acting or when not responding may bring still some winnings for at least some of

1675-512: Is an expanding field of professional practice, both in the U.S. and around the world. The escalating costs of conflict have increased use of third parties who may serve as a conflict specialists to resolve conflicts. In fact, relief and development organizations have added peace-building specialists to their teams. Many major international non-governmental organizations have seen a growing need to hire practitioners trained in conflict analysis and resolution. Furthermore, this expansion has resulted in

1742-505: Is concerned with an ongoing process that may never have a resolution. Neither is considered the same as conflict transformation, which seeks to reframe the positions of the conflict parties. When personal conflict leads to frustration and loss of efficiency, counseling may prove helpful. Although few organizations can afford to have professional counselors on staff, given some training, managers may be able to perform this function. Nondirective counseling, or "listening with understanding",

1809-632: Is conflict resolution mechanisms: independent procedures in which the conflicting parties can have confidence. They can be formal or informal arrangements with the intention of resolving the conflict. In Understanding Conflict Resolution Wallensteen draws from the works of Lewis A. Coser , Johan Galtung and Thomas Schelling , and presents seven distinct theoretical mechanisms for conflict resolutions: According to conflict database Uppsala Conflict Data Program 's definition war may occur between parties who contest an incompatibility. The nature of an incompatibility can be territorial or governmental , but

1876-415: Is crucial and a quick solution or fast response is required. Different from the win-win solution, in this outcome the conflict parties find a mutually acceptable solution which partially satisfies both parties. This can occur as both parties converse with one another and seek to understand the other's point of view. Compromising may be an optimal solution when the goals are moderately important and not worth

1943-412: Is generally perceived to be a better option. The conflict resolution curve derived from an analytical model that offers a peaceful solution by motivating conflicting entities. Forced resolution of conflict might invoke another conflict in the future. Conflict resolution curve (CRC) separates conflict styles into two separate domains: domain of competing entities and domain of accommodating entities. There

2010-624: Is handled poorly it can cause anger, hurt, divisiveness and more serious problems. If it is impossible to completely avoid conflict as it was said, the possibilities to experience it are usually higher particularly in complex social contexts in which important diversities are at stake. Specially because of this reason, speaking about conflict resolution becomes fundamental in ethnically diverse and multicultural work environments, in which not only "regular" work disagreements may occur but in which also different languages, worldviews, lifestyles and ultimately value differences may diverge. Conflict resolution

2077-547: Is little more than being a good listener—something often considered to be important in a manager. Sometimes simply being able to express one's feelings to a concerned and understanding listener is enough to relieve frustration and make it possible for an individual to advance to a problem-solving frame of mind. The nondirective approach is one effective way for managers to deal with frustrated subordinates and coworkers. There are other, more direct and more diagnostic, methods that could be used in appropriate circumstances. However,

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2144-425: Is not an option when priority interests are at stake. There is a high risk of being abused when choosing the smoothing option. Therefore, it is important to keep the right balance and to not give up one own interests and necessities. Otherwise, confidence in one's ability, mainly with an aggressive opponent, may be seriously damaged, together with credibility by the other parties involved. Needed to say, in these cases

2211-459: Is not well managed, and the factor time becomes the most important one, the situation may result in both parties being not satisfied with the outcome (i.e. a lose-lose situation). Moreover, it does not contribute to building trust in the long run and it may require a closer monitoring of the kind of partially satisfactory compromises acquired. This technique consists on not addressing the conflict, postpone it or simply withdrawing; for that reason, it

2278-576: Is presented in Peter Wallensteen's book Understanding Conflict Resolution : Conflict resolution is a social situation where the armed conflicting parties in a (voluntarily) agreement resolve to live peacefully with – and/or dissolve – their basic incompatibilities and henceforth cease to use arms against one another. The "conflicting parties" concerned in this definition are formally or informally organized groups engaged in intrastate or interstate conflict. 'Basic incompatibility' refers to

2345-490: Is the process by which two or more parties engaged in a disagreement, dispute or debate reach an agreement resolving it. It involves a series of stages, involved actors, models and approaches that may depend on the kind of confrontation at stake and the surrounded social and cultural context. However, there are some general actions and personal skills that may be very useful when facing a conflict to solve (independently of its nature), e.g. an open minded orientation able to analyze

2412-400: Is the study of negotiation during conflict and strategic behavior that results in the development of "conflict behavior". This idea is based largely on game theory . In "A Reorientation of Game Theory", Schelling discusses ways in which one can redirect the focus of a conflict in order to gain advantage over an opponent. Within peace and conflict studies a definition of conflict resolution

2479-805: The UK and the EU, and with the Northern Ireland Executive and Irish Government providing matching funding. As part of the Brexit withdrawal agreement , the European Union, Ireland and United Kingdom had committed to continue the funding of the Special EU Programmes Body until at least 2023. This Northern Ireland –related article is a stub . You can help Misplaced Pages by expanding it . This Ireland -related article

2546-415: The authority of your words. In these cases, it is necessary to have some sanctions on hand. Negative assertion is agreement with criticism without letting up demand. I-statements can be used to voice one's feelings and wishes from a personal position without expressing a judgment about the other person or blaming one's feelings on them. Several research studies have identified assertiveness training as

2613-457: The boundaries of oneself and others. It also presumes an interest in the fulfillment of needs and wants through cooperation . According to the textbook Cognitive Behavior Therapy (2008), "Assertive communication of personal opinions, needs, and boundaries has been ... conceptualized as the behavioral middle ground, lying between ineffective passive and aggressive responses". Such communication "emphasizes expressing feelings forthrightly, but in

2680-430: The concept of assertiveness is that it is both complex and situation-specific. ... Behaviors that are assertive in one circumstance may not be so in another". More particularly, while "unassertiveness courts one set of problems, over-assertiveness creates another." Assertiveness manuals recognize that "many people, when trying out assertive behavior for the first time, find that they go too far and become aggressive." In

2747-401: The conflict if the opponent decides to react in the same way (even if it was not the original intention); it does not allow to take advantage in a productive way of the other side's position and, last but not least, taking this approach may require a lot of energy and be exhausting to some individuals. Collaboration involves an attempt to work with the other part involved in the conflict to find

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2814-481: The conflict is a short time one. However, not acting may be interpreted as an agreement and therefore it may lead to weakening or losing a previously gained position with one or more parties involved. Furthermore, when using withdrawing as a strategy more time, skills and experiences together with other actions may need to be implemented. Smoothing is accommodating the concerns of others first of all, rather than one's own concerns. This kind of strategy may be applied when

2881-426: The continued existence of a mutually enticing opportunity (MEO) and resolution of substantive grievances. Changes in the perceived cost-benefit analysis can result in resolution of intractable or decade-long conflicts, such as The Troubles . The Ripeness theory has been criticized for limited predictivity when time and conditions are ripe for peace. One theory discussed within the field of peace and conflict studies

2948-769: The different point of views and perspectives involved, as well as an ability to empathize, carefully listen and clearly communicate with all the parts involved. Sources of conflict may be so many, depending on the particular situation and the specific context, but some of the most common include: Personal differences such as values, ethics, personalities, age, education, gender, socioeconomic status, cultural background, temperament, health, religion, political beliefs, etc. Thus, almost any social category that serves to differentiate people may become an object of conflict when it does negatively diverge with people who do not share it. Clashes of ideas, choices or actions. Conflict occurs when people does not share common goals, or common ways to reach

3015-400: The following characteristics: Techniques of assertiveness can vary widely. Manuel Smith, in his 1975 book When I Say No, I Feel Guilty , offered some of the following behaviors: The "broken record" technique consists of simply repeating your requests or your refusals every time you are met with resistance. The term comes from vinyl records , the surface of which when scratched would lead

3082-399: The forms of conflict (e.g., integrity-based vs. competence-based conflict) to the mode of conflict resolution and the negotiation and repair approaches used by organizations. They have also observed the role of important moderating factors such as the type of contractual arrangement, the level of trust between organizations, or the type of power asymmetry. Conflict management refers to

3149-447: The great strength of the nondirective approach lies in its simplicity, its effectiveness, and that it deliberately avoids the manager-counselor's diagnosing and interpreting emotional problems, which would call for special psychological training. Listening to staff with sympathy and understanding is unlikely to escalate the problem, and is a widely used approach for helping people cope with problems that interfere with their effectiveness in

3216-399: The involves parties. Moreover, withdrawing may be also employed when someone know that the other party is totally engaged with hostility and does not want (can not) to invest further unreasonable efforts. Withdrawing may give the possibility to see things from a different perspective while gaining time and collecting further information, and specially is a low stress approach particularly when

3283-429: The issue of the conflict is much more important for the counterparts whereas for the other is not particularly relevant. It may be also applied when someone accepts that he/she is wrong and furthermore there are no other possible options than continuing an unworthy competing-pushing situation. Just as withdrawing, smoothing may be an option to find at least a temporal solution or obtain more time and information, however, it

3350-434: The last century, political theorists have been developing the theory of a global peace system that relies upon broad social and political measures to avoid war in the interest of achieving world peace . The Blue Peace approach developed by Strategic Foresight Group facilitates cooperation between countries over shared water resources, thus reducing the risk of war and enabling sustainable development. Conflict resolution

3417-586: The late 1970s and early 1980s, in the heyday of assertiveness training, some so-called assertiveness training techniques were distorted and "people were told to do some pretty obnoxious things in the name of assertiveness. Like blankly repeating some request over and over until you got your way". Divorced from respect for the rights of others, so-called assertiveness techniques could be psychological tools that might be readily abused: The line between repeatedly demanding with sanctions ("broken record") versus coercive nagging , emotional blackmail , or bullying , could be

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3484-473: The long-term management of intractable conflicts. It is the label for the variety of ways by which people handle grievances—standing up for what they consider to be right and against what they consider to be wrong. Those ways include such diverse phenomena as gossip, ridicule, lynching, terrorism, warfare, feuding, genocide, law, mediation, and avoidance. Which forms of conflict management will be used in any given situation can be somewhat predicted and explained by

3551-743: The model, group members balance their concern for satisfying personal needs and interests with their concern for satisfying the needs and interests of others in different ways. The intersection of these two dimensions ultimately leads individuals towards exhibiting different styles of conflict resolution. The dual model identifies five conflict resolution styles or strategies that individuals may use depending on their dispositions toward pro-self or pro-social goals. Avoidance conflict style Accommodating conflict style Competitive conflict style Conciliation conflict style Cooperation conflict style Relational dialectics theory (RDT), introduced by Leslie Baxter and Barbara Matgomery (1988), explores

3618-503: The nature of governance. Also, this methodology has been applied to capture conflict styles on the Korean Peninsula and dynamics of negotiation processes. The dual concern model of conflict resolution is a conceptual perspective that assumes individuals' preferred method of dealing with conflict is based on two underlying themes or dimensions: concern for self ( assertiveness ) and concern for others ( empathy ). According to

3685-412: The necessary motivations to pursue peace. Therefore, the sides in a conflict will either not engage in peace negotiation, or any peace will be short-lived. Approached in game-theoretical terms, Zartman argues that the presence of an mutually hurting stalemate and a means of escaping the stalemate transform conflicts from a prisoner's dilemma to a chicken game . The durability of ceasefires can depend on

3752-553: The need for conflict resolution practitioners to work in a variety of settings such as in businesses, court systems, government agencies, nonprofit organizations, and educational institutions throughout the world. Democracy has a positive influence on conflict resolution. According to the Cambridge dictionary, a basic definition of conflict is: "an active disagreement between people with opposing opinions or principles." Conflicts such as disagreements may occur at any moment, being

3819-414: The needle of a record player to loop over the same few seconds of the recording indefinitely. "As with a broken record, the key to this approach is repetition ... where your partner will not take no for an answer." A disadvantage with this technique is that when resistance continues, your requests may lose power every time you have to repeat them. If the requests are repeated too often, it can backfire on

3886-567: The personal boundaries of others and thus are liable to harm others by influencing them through personal attacks often taking the form of embarrassment. A person communicates assertively by clearly stating their thoughts and/or feelings in a nonaggressive manner, often in an effort to influence others; doing so in a way that respects the personal boundaries of the other person, or people, involved and avoids negative confrontation. Assertive people are also willing to defend themselves against aggressive people. Assertive communication involves respect for

3953-425: The represented group/organization's rights), resist aggression and pressure. It may be also considered a suitable option when a quick resolution is required and using force is justified (e.g. in a life-threatening situation, to stop an aggression), and as a very last resort to resolve a long-lasting conflict. However, forcing may also negatively affect the relationship with the opponent in the long run; may intensified

4020-420: The rest of group (e.g., intentions; reasons for holding certain beliefs) and by engaging in collective negotiation . Dimensions of resolution typically parallel the dimensions of conflict in the way the conflict is processed. Cognitive resolution is the way disputants understand and view the conflict, with beliefs, perspectives, understandings and attitudes. Emotional resolution is in the way disputants feel about

4087-455: The second half of the 20th century, assertiveness was increasingly singled out as a behavioral skill taught by many personal development experts, behavior therapists , and cognitive behavioral therapists . But now assertiveness is often linked to self-esteem . The term and concept was popularized to the general public by books such as Your Perfect Right: A Guide to Assertive Behavior (1970) by Robert Eating. Joseph Wolpe initially explored

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4154-445: The social structure—or social geometry—of the case. Conflict management is often considered to be distinct from conflict resolution. In order for actual conflict to occur, there should be an expression of exclusive patterns which explain why and how the conflict was expressed the way it was. Conflict is often connected to a previous issue. Resolution refers to resolving a dispute to the approval of one or both parties, whereas management

4221-495: The use of assertiveness as a means of " reciprocal inhibition " of anxiety, in his 1958 book on treating neurosis; and it has since been commonly employed as an intervention in behavior therapy . Assertiveness Training ("AT") was introduced by Andrew Salter (1961) and popularized by Joseph Wolpe. Wolpe's belief was that a person could not be both assertive and anxious at the same time, and thus being assertive would inhibit anxiety. The goals of assertiveness training include: As

4288-450: The use of more assertive or more involving approaches. It may be useful when reaching temporary settlement on complex issues and as a first step when the involved parties do not know each other well or have not yet developed a high level of mutual trust. Compromising may be a faster way to solve things when time is a factor. The level of tensions can be lower as well, but the result of the conflict may be also less satisfactory. If this method

4355-455: The use of nonviolent resistance measures by conflicted parties in an attempt to promote effective resolution. There are a plethora of different theories and models linked to the concept of conflict resolution. A few of them are described below. There are many examples of conflict resolution in history, and there has been a debate about the ways to conflict resolution: whether it should be forced or peaceful. Conflict resolution by peaceful means

4422-500: The ways in which people in relationships use verbal communication to manage conflict and contradiction as opposed to psychology. This concept focuses on maintaining a relationship even through contradictions that arise and how relationships are managed through coordinated talk. RDT assumes that relationships are composed of opposing tendencies, are constantly changing, and tensions arises from intimate relationships. The main concepts of RDT are: Strategy of conflict, by Thomas Schelling ,

4489-491: The workplace. Conflict resolution as both a professional practice and academic field is highly sensitive to cultural practices. In Western cultural contexts, such as Canada and the United States , successful conflict resolution usually involves fostering communication among disputants, problem solving, and drafting agreements that meet underlying needs. In these situations, conflict resolvers often talk about finding

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