Analyzes the nature of international disagreements and conflict resolution in terms of game theory and non-zero-sum games.

"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"--

Conflict in the workplace is a perennial problem for organizations. Whether it's a disagreement between colleagues, a dispute with management or large-scale industrial action, conflict negatively affects both people and profits as employee morale and productivity fall. Endorsed by the CIPD, Managing Conflict is an essential guide for HR professionals needing to tackle these problems by not only resolving current issues, but also preventing future instances of conflict. Going beyond interpersonal conflict, the book also looks at resolving board room disputes, disputes with shareholders, in the supply chain, commercial disputes and customer complaints. The first part of Managing Conflict covers the causes and costs of conflict, the impact of the psychological contract and the legal framework for managing workplace disputes both in the UK and internationally. The second part of the book provides a blueprint for redefining resolution and building a culture of constructive conflict management, from designing a conflict management strategy and developing a formal resolution process to embedding mediation, engaging stakeholders and training managers in resolution and mediation skills. This book also includes conflict resolution toolkits for managers, HR teams, employees and unions to help tackle conflict and bullying at work. Packed with best practice case studies from major UK and global organizations, this is an indispensable guide for all HR professionals looking to resolve conflict in the workplace. Online supporting resources include a conflict health check tool, conflict cost calculator, and checklist for developing an internal mediation scheme.

This clearly articulated statement offers a hopeful and workable approach to conflict—that eternally beleaguering human situation. John Paul Lederach is internationally recognized for his breakthrough thinking and action related to conflict on all levels—person-to-person, factions within communities, warring nations. He explores why "conflict transformation" is more appropriate than "conflict resolution" or "management." But he refuses to be drawn into impractical idealism. Conflict Transformation is an idea with a deep reach. Its practice, says Lederach, requires "both solutions and social change." It asks not simply "How do we end something not desired?" but "How do we end something destructive and build something desired?" How do we deal with the immediate crisis, as well as the long-term situation? What disciplines make such thinking and practices possible? This title is part of The Little Books of Justice and Peacebuilding series.

This nationally-acclaimed book shows how popular movements used nonviolent action to overthrow dictators, obstruct military invaders and secure human rights in country after country, over the past century. Peter Ackerman and Jack DuVall depict how nonviolent sanctions--such as protests, strikes and boycotts--separate brutal regimes from their means of control. They tell inside stories--how Danes outmaneuvered the Nazis, Solidarity defeated Polish communism, and mass action removed a Chilean dictator--and also how nonviolent power is changing the world today, from Burma to Serbia.

The early modern European book world was confronted with many crises and controversies. Some conflicts were of such monumental scale that they wrought significant reconfigurations of the trade. Others were more quotidian in nature – evidence of the intensely competitive and at times predatory nature of the industry. How publishing negotiated and responded to the various crises, conflicts and disputes of the age is explored by the rich and varied interdisciplinary contributions in this volume. To succeed in the business of books, printers and publishers needed to seize the advantage in the often complex environments in which they operated. What was required was determination, resilience, and inventiveness, even in the most challenging of times.