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Models of Conflict Management
Author(s) -
Rubin Jeffrey Z.
Publication year - 1994
Publication title -
journal of social issues
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.618
H-Index - 122
eISSN - 1540-4560
pISSN - 0022-4537
DOI - 10.1111/j.1540-4560.1994.tb02396.x
Subject(s) - negotiation , conflict management , convergence (economics) , intervention (counseling) , social conflict , conflict resolution , political science , social psychology , conflict resolution research , psychology , public relations , sociology , economics , economic growth , law , politics , psychiatry
Conflict can arise in virtually any social setting, be it between or within individuals, groups, organizations, or nations. Such conflict can be managed in any of a number of possible ways. These include domination through physical or psychological means, capitulation, inaction, withdrawal, negotiation, or the intervention of a third party. This article explores the latter two approaches to conflict management, first examining two very different models—mutual gains and concession‐convergence—that have emerged for the understanding of negotiation, and then turning to the roles and functions of outside intervenors.