標(biāo)題: Titlebook: Advancing Workplace Mediation Through Integration of Theory and Practice; Katalien Bollen,Martin Euwema,Lourdes Munduate Book 2016 The Edi [打印本頁] 作者: radionuclides 時(shí)間: 2025-3-21 19:16
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作者: 胰島素 時(shí)間: 2025-3-21 21:12
https://doi.org/10.1007/978-1-4020-5032-9ndly based in research, identifies four fundamental dimensions of the workplace conflict. Explicit attention is paid to constraints stemming from the context, conflict intensity, as well as the cooperative versus competitive nature of the relationship. The combination of these characteristics requir作者: amenity 時(shí)間: 2025-3-22 04:03 作者: Allure 時(shí)間: 2025-3-22 07:31 作者: Afflict 時(shí)間: 2025-3-22 09:29 作者: 肥料 時(shí)間: 2025-3-22 14:36 作者: Incise 時(shí)間: 2025-3-22 21:07
Contributions to Stock-Flow Modelingg that the idea of workplace mediation is a relative newcomer to debates about how conflict should be dealt with in the workplace. This conclusion, however, would be inaccurate. Arguments for the greater use of workplace mediation as a way of improving workplace relations by moving to more informal 作者: painkillers 時(shí)間: 2025-3-22 21:28
Vincent Duwicquet,Jacques Mazierthe new world of work – characterized by a breakdown of hierarchies, de-siloing of functions, flexible job descriptions, and greater employee mobility requires adherence to principles of democratic governance. In this regard, effective and constructive internal dispute resolution systems are a vital作者: 情感脆弱 時(shí)間: 2025-3-23 03:28 作者: panorama 時(shí)間: 2025-3-23 05:43 作者: 清醒 時(shí)間: 2025-3-23 12:01
https://doi.org/10.1007/978-3-031-40868-7 which incorporates the five components attitude, technique, process, attention to power, and attention to trust. Although attitude and attention to power and trust should remain stable components, technique and process may change depending on the particular situation. This chapter sets out scenario作者: Keratectomy 時(shí)間: 2025-3-23 15:11
Denise Bachega,Jo?o dos Santos Carmoithout outside intervention. This chapter argues that organizations can be developed in such a way that managers and employees understand the value of conflict management and practice the skills of constructive dialogue. This chapter has five sections. The first one argues that employees need leader作者: IST 時(shí)間: 2025-3-23 18:42
https://doi.org/10.1007/978-3-031-55594-7on of how e-mediation might contribute to dispute resolution mechanisms in the workplace. We discuss the context in which e-mediation has developed and grown, and consider non e-commerce uses for e-mediation such as the use of e-mediation in workplace conflicts. The primary aims of this chapter are 作者: 進(jìn)步 時(shí)間: 2025-3-23 23:59 作者: 怕失去錢 時(shí)間: 2025-3-24 05:50
Katalien Bollen,Martin Euwema,Lourdes MunduateBrings together leading scholars and highly experienced practitioners of workplace mediation from around the world.Provides crucial knowledge of workplace mediation and tools to academics, practitione作者: 生命 時(shí)間: 2025-3-24 09:11
Industrial Relations & Conflict Managementhttp://image.papertrans.cn/a/image/150379.jpg作者: Critical 時(shí)間: 2025-3-24 12:19
Advancing Workplace Mediation Through Integration of Theory and Practice978-3-319-42842-0Series ISSN 2199-4544 Series E-ISSN 2199-4552 作者: 偏離 時(shí)間: 2025-3-24 14:50 作者: Noisome 時(shí)間: 2025-3-24 20:09 作者: 虛假 時(shí)間: 2025-3-25 01:49 作者: 可耕種 時(shí)間: 2025-3-25 05:20 作者: 無底 時(shí)間: 2025-3-25 10:05 作者: evince 時(shí)間: 2025-3-25 14:24 作者: 單調(diào)性 時(shí)間: 2025-3-25 19:48
Promoting Effective Workplace Mediation,mediation is explained and used to structure the chapters of the handbook. We focus on four main themes: (I) the mediation process, (II) the context of workplace mediation, (III) mediation and other third party roles and (IV) new developments.作者: 密切關(guān)系 時(shí)間: 2025-3-25 22:53
Conflict-Positive Organizations: Applying Mediation and Conflict Management Researchizations and teams. The fourth section identifies important ways for managers and leaders to develop cooperative goals and open-mindedness discussion for cooperative conflict management. The last part uses a case study of an organization applying theory and research to become more conflict-positive.作者: Expand 時(shí)間: 2025-3-26 03:11
It Takes Three to Tango: The Geometry of Workplace Mediationhe “geometry of workplace mediation’’ already introduced in the first chapter of this handbook. The geometry resulting from the combination of the 3 dimensions (regulations, roles and relations) as described by the 3R-model is well situated as a conflict management and resolution system for the prom作者: 尾巴 時(shí)間: 2025-3-26 05:32 作者: hieroglyphic 時(shí)間: 2025-3-26 11:59 作者: insidious 時(shí)間: 2025-3-26 13:01
Getting Beyond Win-Lose and Win-Win: A Situated Model of Adaptive Mediationndly based in research, identifies four fundamental dimensions of the workplace conflict. Explicit attention is paid to constraints stemming from the context, conflict intensity, as well as the cooperative versus competitive nature of the relationship. The combination of these characteristics requir作者: 自由職業(yè)者 時(shí)間: 2025-3-26 18:03
Workplace Mediation: Searching for Underlying Motives and Interestson the analysis of the underlying structure of the conflict. This underlying deep structure of the conflict is formed of unfulfilled motives and wishes. One of these crucial hidden aspects is the experience of injustice. We assume that only by taking into account the underlying motives and practicin作者: 鬧劇 時(shí)間: 2025-3-27 00:39
A Psychological Toolbox for Mediators: From Theory and Research to Best Practicesover again regardless the specific situation at hand. Especially when the cognitive and emotional load is high, we are more likely to rely on available heuristics Considering that conflict situations are often cognitively and emotionally loaded, the disputants tend to use available heuristics, for i作者: Catheter 時(shí)間: 2025-3-27 04:32 作者: Nonconformist 時(shí)間: 2025-3-27 07:33
Mediation and Conflict Coaching in Organizational Dispute Systemson systems that effectively integrate the various ADR components (e.g., mediation, conflict coaching, facilitation) so that the total system affords coverage of the breadth of the organization’s conflicts. In this case, integration also means allowing conflicts to proceed from one ADR component to a作者: 檔案 時(shí)間: 2025-3-27 12:18 作者: alcoholism 時(shí)間: 2025-3-27 17:06 作者: lactic 時(shí)間: 2025-3-27 20:05 作者: Definitive 時(shí)間: 2025-3-28 01:15
An Appreciative Approach to Conflict: Mediation and Conflict Coachingamework to provide individuals with numerous conflict management options and have options that address conflict at the lowest possible level. More specifically, it aims to build on connections made among conflict coaching and mediation in the workplace. Prior such connections have been made among co作者: 釋放 時(shí)間: 2025-3-28 06:02 作者: Munificent 時(shí)間: 2025-3-28 06:19 作者: 抱負(fù) 時(shí)間: 2025-3-28 14:25 作者: 季雨 時(shí)間: 2025-3-28 15:50
It Takes Three to Tango: The Geometry of Workplace Mediationputes in the workplace. This interest reflects the changing nature of ‘the social contract’ between employer and employees which focuses more on individualised labor relations, or i-deals. This is in line with the shift from formal and confrontational dispute resolution to more ‘interest-based’ conf作者: 希望 時(shí)間: 2025-3-28 22:38 作者: ARM 時(shí)間: 2025-3-29 02:40 作者: Hemiparesis 時(shí)間: 2025-3-29 03:36 作者: Basal-Ganglia 時(shí)間: 2025-3-29 09:10
https://doi.org/10.1007/978-3-031-40868-7s that demonstrate factors which affect the techniques and process the manager uses in constructive conflict resolution, including whether the manager is a party to the conflict, the characteristics and needs of the parties, the characteristics of the conflict, and the objectives of the manager and the organization.作者: 匍匐前進(jìn) 時(shí)間: 2025-3-29 13:40
Double Dirichlet Series and Theta Functions,fall prey to these heuristics, and instead make parties focus on the underlying interests. The present chapter selects, illustrates, and transforms psychological theories and empirical findings into applicable tools to furnish the psychological toolbox of practitioners in the field of mediation.作者: 幻想 時(shí)間: 2025-3-29 19:22 作者: 松馳 時(shí)間: 2025-3-29 22:28
Book 2016ut the application, process and effects of workplace mediation and includes practical tips for scholars, practitioners, mediators and managers to enhance their mediation practice or to foster constructive conflict management in organizations..作者: 慢跑 時(shí)間: 2025-3-30 02:59 作者: achlorhydria 時(shí)間: 2025-3-30 07:09 作者: jagged 時(shí)間: 2025-3-30 08:34
Workplace Mediation: Lessons from Negotiation Theoryncepts from the field of negotiation research and illustrate how these can help to better understand the pitfalls of workplace conflicts. We furthermore discuss a number of implications that negotiation theory has for successful mediation in the workplace.作者: foodstuff 時(shí)間: 2025-3-30 14:59
HRM Practices and Mediation: Lessons Learnt from the UKhis, just 7 % of workplaces indicated that they have experience with workplace mediation (in the 12 months prior to the survey) (Van Wanrooy et al. 2013). This presents a confusing picture of the status of workplace mediation in the UK and it is to this confusion that this chapter seeks to speak.
