Psychology of Peace Making and Peace Building Flashcards

Flashcards on Psychology of Peace Making and Peace Building

Conflict

Perceived differences in interests, views, or goals.

Destructive Conflict

Conflict that has damaging consequences, creating suspicion, distrust, and obstructing cooperation.

Constructive Conflict

Conflict that can have positive effects, opening up issues for analysis and encouraging open communication.

Conflict Resolution

Dealing with conflict in a way that minimizes the negative impact and maximizes the positive potential inherent in conflict.

Cooperative Endeavor

A key feature of conflict resolution, focusing on collaboration to find a solution that suits all parties.

Integrative Solutions

Solutions that meet the interests and needs of all parties involved in a conflict.

Expanding the Pie Approach

Parties work together to create more overall value rather than dividing the fixed amount.

Interest-Based Approach

Focuses on the deeper issues underlying the conflict, pursuing a creative solution that is better than either parties initial positions.

Nonviolent Conflict Resolution

Avoiding physical violence, psychological aggression, coercion, and manipulation in the conflict resolution process.

Co-leadership Model in Workplace Conflict

Sara handles planning and risk management, and Ali leads innovation and client interaction; Clarified roles & responsibilities.

Building a Cooperative Orientation

Ensuring parties are in a frame of mind to work together for an integrative solution before commencing negotiation.

Individualistic Orientation

Exclusive concern with one’s own outcomes mismatches with the search for integrative solutions.

Altruistic Orientation

Exclusive concern for the other party’s outcomes mismatches with the search for integrative solutions.

Competitive Orientation

Desire to do better than the other party mismatches with the search for integrative solutions.

Cooperative Orientation

Concern for both outcomes; helps build win-win expectancies.

Active Listening for Interests

Taking the perspective of the other party through empathy, reflection, summarizing, and attentive body language.

Requirements for Active Listening

Good active listening skills, involving empathy, reflection, summarizing, and attentive body language.

Analysis and Communication of One’s Own Needs

Communicating one’s own interests using I statements to avoid blaming or criticizing the other party.

Brainstorming

Generating as many creative options for resolving the conflict as possible.

Hydraulic Theory of Emotions

Giving parties the opportunity to “vent” before proceeding with negotiations.

The Role of Emotions

Listening for feelings, acknowledging them, and encouraging their responsible expression for a better understanding and resolution.

Creating Solutions

Combining options that meet the key interests of the parties into win-win solutions.

Bridging Solutions

Finding new solutions that go beyond the original positions of the parties.

Cost-Cutting

Limiting the costs of the party who is achieving less.

Compensation

Providing another valued outcome for the “losing” party.

Log-Rolling

Each party concedes on their lesser-valued issues.

Best Alternative to a Negotiated Agreement (BATNA)

The best solution a party can develop without relying on cooperation from the other party.

Mediation Involves

Identifying issues, uncovering underlying interests, setting an agenda, packaging, and prioritizing issues.

Mediator encourages active listening

The mediator can encourage active listening and model it for the identification of interests