Built on the premise that trust is one of the most important factors in intergroup relations, conflict management and resolution at large, this volume explores trust and its mechanisms and operations especially in the Israeli-Palestinian conflict. Significantly, this volume focuses not only on the nature of trust and distrust in the Israeli-Palestinian conflict, but it also explores how it is possible to build and increase trust on both sides in the conflict, a necessity in order to advance the stalled peace process. As trust is a concept that is interdisciplinary by nature, so are this volume’s contributors: sociologists, philosophers, sociologists, social psychologists, political scientists, as well as experts in the Middle East, Islam, Judaism and the Israeli-Palestinian conflict bring together real multidisciplinary perspectives that complement each other and then provide a comprehensive picture about the nature of trust and distrust and its ramification and implications for the Israeli-Palestinian conflict. Divided into five thematic parts, the volume begins with by examining the theoretical basis of trust research from multiple perspectives. Then, it presents chapters on trust, distrust, and trust-building in other conflicts around the world. The third part is a unique feature of this volume as it takes a contextual approach: it emphasizes the importance of particular cultural and religious considerations on both sides of the conflict. The thrust of the book is examined in the next section. Part IV discusses and analyses various aspects of trust, and specifically distrust, in the context of the Israeli-Palestinian conflict. Significantly, the chapters of this part take the perspectives of the participants in the conflict: Israeli Jews, Palestinians and Israeli Arabs. Finally, the volume concludes by providing an integrative conceptual perspective based on the principles of social and political psychology. An important goal of this volume is to not only explore trust and distrust in an intractable conflict, but also to provide practical multi-disciplinary outlooks and implications to advance trust building in two conflict ridden societies—Israeli and Palestinian, and other societies around the world.

This book presents the most recent theoretical insights and practical intervention methods to (re)build trust between management and organized employees in organizations. Offering a multidisciplinary perspective on trust and conflict management in organizations, the book draws from diverse fields such as organizational psychology, business, law, industrial relations and sociology. It examines the often encountered breaches of trust between management and organized workers, and the resulting destructive social conflicts, social actions, strikes or dramatic business decisions. Its focus is on trust and conflict management at the organizational level in an industrial relations context: that of employee representatives and management. The book introduces a new theoretical approach: the Tree of Trust, designed to analyse and mediate the interconnected levels of trust and distrust in industrial relations. It presents case studies and practical recommendations to build trust and constructive conflict management in the organizations, and illustrates these by means of experiences from different countries around the globe.

Trust, distrust and conflict between social groups have existed throughout the history of humankind, although their forms have changed. Using three main concepts: culture, representation and dialogue, this book explores and re-thinks some of these changes in relation to concrete historical and contemporary events. Part I offers a symbolic and historical analysis of trust and distrust while Parts II and III examine trust, distrust and conflict in specific events including the Cyprus conflict, Estonian collective memories, coping with HIV/AIDS in China, Swedish asylum seekers, the Cuban missile crisis and Stalinist confessions. With an impressive array of international contributors the chapters draw on a number of key concepts such as self and other, ingroup and outgroup, contact between groups, categorization, brinkmanship, knowledge, beliefs and myth. Trust and Conflict offers a fresh perspective on the problems that arise from treating trust, distrust and conflict as simplified indicators. Instead, it proposes that human and social sciences can view these phenomena within the complex matrix of interacting perspectives and meta-perspectives that characterise the social world. As such it will be of interest to undergraduates, postgraduates and lecturers of human and social sciences especially social psychology, sociology, political science and communication studies.

Make workplace conflict resolution a game that EVERYBODY wins! Recent studies show that typical managers devote more than a quarter of their time to resolving coworker disputes. The Big Book of Conflict-Resolution Games offers a wealth of activities and exercises for groups of any size that let you manage your business (instead of managing personalities). Part of the acclaimed, bestselling Big Books series, this guide offers step-by-step directions and customizable tools that empower you to heal rifts arising from ineffective communication, cultural/personality clashes, and other specific problem areas—before they affect your organization's bottom line. Let The Big Book of Conflict-Resolution Games help you to: Build trust Foster morale Improve processes Overcome diversity issues And more Dozens of physical and verbal activities help create a safe environment for teams to explore several common forms of conflict—and their resolution. Inexpensive, easy-to-implement, and proved effective at Fortune 500 corporations and mom-and-pop businesses alike, the exercises in The Big Book of Conflict-Resolution Games delivers everything you need to make your workplace more efficient, effective, and engaged.

From intimate relationships to global politics, Sarah Schulman observes a continuum: that inflated accusations of harm are used to avoid accountability. Illuminating the difference between Conflict and Abuse, Schulman directly addresses our contemporary culture of scapegoating. This deep, brave, and bold work reveals how punishment replaces personal and collective self-criticism, and shows why difference is so often used to justify cruelty and shunning. Rooting the problem of escalation in negative group relationships, Schulman illuminates the ways cliques, communities, families, and religious, racial, and national groups bond through the refusal to change their self-concept. She illustrates how Supremacy behavior and Traumatized behavior resemble each other, through a shared inability to tolerate difference. This important and sure to be controversial book illuminates such contemporary and historical issues of personal, racial, and geo-political difference as tools of escalation towards injustice, exclusion, and punishment, whether the objects of dehumanization are other individuals in our families or communities, people with HIV, African Americans, or Palestinians. Conflict Is Not Abuse is a searing rejection of the cultural phenomenon of blame, cruelty, and scapegoating, and how those in positions of power exacerbate and manipulate fear of the "other" to achieve their goals. Sarah Schulman is a novelist, nonfiction writer, playwright, screenwriter, journalist and AIDS historian, and the author of eighteen books. A Guggenheim and Fulbright Fellow, Sarah is a Distinguished Professor of the Humanities at the City University of New York, College of Staten Island. Her novels published by Arsenal include Rat Bohemia, Empathy, After Delores, and The Mere Future. She lives in New York. This publication meets the EPUB Accessibility requirements and it also meets the Web Content Accessibility Guidelines (WCAG-AA). It is screen-reader friendly and is accessible to persons with disabilities. A Simple book with few images, which is defined with accessible structural markup. This book contains various accessibility features such as alternative text for images, table of contents, page-list, landmark, reading order and semantic structure.

An ambitious new book by one of the world's leading International relations scholars, in which he develops a comprehensive, multidisciplinary approach to trust and applies this framework to the issue of building trust at the international level.

The relationship teacher, coach, and founder of The Relationship School reveals the origins of conflict styles, how to stop avoiding difficult conversations, and how to resolve conflict in our most important relationships. Conflicts in our closest relationships are scary because so much is at stake. If the conflict doesn't go well, we could lose our marriage, our family or our job, all connected to our security and survival. So we do just about anything not to lose those relationships, including avoid conflict, betraying ourselves or becoming dishonest. Unresolved conflict affects every single aspect of our lives, from self-confidence to physical and mental health. Jayson Gaddis is a personal trainer for relationships and one of the world’s leading authorities on interpersonal conflict. For almost two decades, Gaddis has helped individuals, couples, and teams get to the bottom of their deepest conflicts. He helps people see the wisdom in conflict and how to get to zero—which means we have successfully worked through our conflict and have nothing in the way of a good connection. In Getting to Zero, Gaddis shows the reader how to stop running away from uncomfortable conversations and instead learn how to work through them. Through funny personal stories, uncomfortable examples, and effective tools and skills, he shows the reader how to move from disconnection to connection, acceptance, and understanding. This method upgrades the old tired and static conflict resolution approaches and offers a fresh, street-level, user-friendly road map on exactly how to work through conflict with the people you care most about.

Unresolved conflict is workplace kryptonite. Learn how to develop the mindset and skills to defuse disagreements, overcome division, and turn conflict into an opportunity for growth. Unresolved workplace conflict wastes time, increases stress, and negatively affects business outcomes. But conflict isn't the problem, mismanagement is. Leaders unintentionally mismanage conflict when they fall into patterns of what Marlene Chism calls “the Three As:” aggression, avoidance, and appeasing. “These coping mechanisms are ways human beings avoid the emotions that come with conflict, but in the end it's all avoidance,” says Chism. In this book she shows how to fearlessly deal with conflict head-on by expanding your conflict capacity. Conflict capacity is a combination of three elements. The foundation is the Inner Game—the leader's self-awareness, values, discernment, and emotional integrity. The Outer Game is the skills, tools, and communication techniques built on that foundation. Finally, there's Culture—the visible and invisible structures around you that can encourage or discourage conflict. Chism offers exercises, examples, and expert guidance on developing all three elements. Leaders will discover techniques to increase leadership clarity, identify obstacles, and reduce resistance. They'll develop powerful skills for dealing with high-conflict people and for initiating, engaging in, and staying with difficult conversations. Readers will learn that when they see conflict as a teacher, courageously face it, and continually work on transforming themselves, they can get the resolution they are seeking. They can change minds.

This new edited collection illustrates the paradoxical power of social capital in creating and resolving conflict. This is the first book to bring the two faces of social capital together in a single volume, and includes previously unpublished case studies, statistical analyses, and theoretical essays. The book is divided into three sections. The first investigates the role of social capital in inciting and/or furthering violence; the second examines the contributions of social capital to peace building; the third explores the complexities and ambiguities of roles social capital may play in peace and conflict. Policy implications and recommendations are included in many of the discussions in the chapters. The volume tackles some key issues, such as: to what extent is social capital related to peace and conflict? What forms does social capital take in these associations, and how can the relationships be explained? What impact does this have on the state and/or state relations, and what policy prescriptions might be made in light of the link drawn between social capital and peace/conflict? .