The intensification and multiplicity of protracted conflicts, the blurring of traditional distinctions between war zones and safe areas, together with increased difficulties in distinguishing botween belligerents and civilian population have all served to worsen the fate of innocent victims and to complicate the work of those who try to assist them. Actors who claim space under the humanitarian banner are guided by varying principles of humanitarianism or employ diflerent interpretations of a small number of acknowledged humanitarian principles. This book addresses some of the main challenges and dilemmas of contemporary humanitarian work. It presents a selection of papers from a high level forum that the Network on Humanitarian Assistance (NOHA) convened in 2003 as an introductory course to its Joint European Master's in International Humanitarian Action. The event gathered over two hundred participants including researchers, policy makers, practitioners, and postgraduate students from around the world. The first section of the book explores the meaning of the «humanitarian» concept. The second analyses the evolving mandates of humanitarian actors under a number of broad groupings and, finally, the third examines the scope of the humanitarian business and the relationship between humanitarian action and conflict transformation - hence the title working in conflict/working on conflict.

While some of us enjoy a lively debate with colleagues and others prefer to suppress our feelings over disagreements, we all struggle with conflict at work. Every day we navigate an office full of competing interests, clashing personalities, limited time and resources, and fragile egos. Sure, we share the same overarching goals as our colleagues, but we don't always agree on how to achieve them. We work differently. We rub each other the wrong way. We jockey for position. How can you deal with conflict at work in a way that is both professional and productive—where it improves both your work and your relationships? You start by understanding whether you generally seek or avoid conflict, identifying the most frequent reasons for disagreement, and knowing what approaches work for what scenarios. Then, if you decide to address a particular conflict, you use that information to plan and conduct a productive conversation. The HBR Guide to Dealing with Conflict will give you the advice you need to: Understand the most common sources of conflict Explore your options for addressing a disagreement Recognize whether you—and your counterpart—typically seek or avoid conflict Prepare for and engage in a difficult conversation Manage your and your counterpart's emotions Develop a resolution together Know when to walk away Arm yourself with the advice you need to succeed on the job, with the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.

"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"--

Updated in its 7th edition, Working Through Conflict provides an introduction to conflict and conflict management that is firmly grounded in current theory, research, and practice, covering the whole range of conflict settings (interpersonal, group, and organizational). Encompassing a broad spectrum of theoretical perspectives, the text includes an abundance of real life case studies that illustrate key concepts and help students learn how to apply theory. The book's emphasis on application of concepts makes it highly accessible to students, while expanding their understanding of both conflict theory and practical skills.An introduction to social science research and theory on conflict

We naturally create stories to help us making meaning of our world, but in conflict situations the kinds of stories we typically tell ourselves can actually make it harder for us to manage and resolve the conflict constructively. This book provides an accessible framework for understanding why people tell their conflict stories the way they do, and how to help them move away from conflict stories that prevent them from understanding and responding to conflict in an effective way. Presented using highly engaging and accessible cases, the book is designed to help people working with others in conflict to fully support them by understanding which areas of the conflict story to focus their attention on, and using practical techniques to support people to rewrite their story into a more constructive one to better manage the situation. The book also provides practical strategies to help people who are themselves in a conflict scenario to rewrite and enact a version of their conflict story that helps them to more constructively manage, and often resolve, their situation. A conflict management coaching system is introduced that is designed to address the particular problems created by dysfunctional conflict stories. This is a book specifically for those who work with people in conflict (mediators, conflict coaches, managers, lawyers, HR staff, teachers) and also for anyone who wishes to better understand their own experience of conflict.

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.

“An excellent workbook-like guide” to the nuts and bolts of professional conflict and the strategies you need to make conflict work for you (Booklist, starred review). Every workplace is a minefield of conflict, and all office tension is shaped by power. Making Conflict Work teaches you to identify the nature of a conflict, determine your power position relative to anyone opposing you, and use the best strategy for achieving your goals. These strategies are equally effective for executives, managers and their direct reports, consultants, and attorneys—anyone who has ever had a disagreement with someone in their organization. Packed with helpful self-assessment exercises and action plans, this book gives you the tools you need to achieve greater satisfaction and success. “A genuine winner.” —Robert B. Cialdini, author of Influence “This book is a necessity . . . Read it.” —Leymah Gbowee, 2011 Nobel Peace Prize laureate and Liberian peace activist “Innovative and practical.” —Lawrence Susskind, Program on Negotiation cofounder “Navigating conflict effectively is an essential component of leadership. Making Conflict Work illustrates when to compromise and when to continue driving forward.” —Hon. David N. Dinkins, 106th mayor of the City of New York “An excellent workbook-like guide.” —Booklist, starred review

The book offers unique access to theoretical approaches and practical examples of international social work in the context of war and conflicts. The reader gains knowledge about the competences and role of social work, which contributes to mitigating the effects of war and conflict. The book raises the question of how to connect international social work with local approaches and offers suggestions for a development of social work with respect to exchanging knowledge and experiences between the West and the East, the Global North and the Global South. It furthermore discusses the role of social work in reducing the problem of gender-based violence and in the methods of peacebuilding processes in post-war and post-conflict societies.

Provides a range of tools, ideas, methods, techniques, for tackling conflict.

For more than a century, from 1900 to 2006, campaigns of nonviolent resistance were more than twice as effective as their violent counterparts in achieving their stated goals. By attracting impressive support from citizens, whose activism takes the form of protests, boycotts, civil disobedience, and other forms of nonviolent noncooperation, these efforts help separate regimes from their main sources of power and produce remarkable results, even in Iran, Burma, the Philippines, and the Palestinian Territories. Combining statistical analysis with case studies of specific countries and territories, Erica Chenoweth and Maria J. Stephan detail the factors enabling such campaigns to succeed and, sometimes, causing them to fail. They find that nonviolent resistance presents fewer obstacles to moral and physical involvement and commitment, and that higher levels of participation contribute to enhanced resilience, greater opportunities for tactical innovation and civic disruption (and therefore less incentive for a regime to maintain its status quo), and shifts in loyalty among opponents' erstwhile supporters, including members of the military establishment. Chenoweth and Stephan conclude that successful nonviolent resistance ushers in more durable and internally peaceful democracies, which are less likely to regress into civil war. Presenting a rich, evidentiary argument, they originally and systematically compare violent and nonviolent outcomes in different historical periods and geographical contexts, debunking the myth that violence occurs because of structural and environmental factors and that it is necessary to achieve certain political goals. Instead, the authors discover, violent insurgency is rarely justifiable on strategic grounds.