Konfliktmanagement. Ein Handbuch Für Friedrich Glasl. · Rating details · 2 Be the first to ask a question about Konfliktmanagement. Ein Handbuch Für. Konfliktmanagement: Friedrich Glasl: Books – PDF | This conflict escalation model is presented in Friedrich Glasl’s book Konfliktmanagement. Ein Handbuch für Führungskräfte, Beraterinnen und Berater.

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There’s a problem loading this menu at the moment. Delivery and Returns see our delivery rates and policies thinking of returning an item? This “backwardness” fortunately does not apply to all parts of the conflict management field. Business ethics Charles E. Chapters are devoted to a detailed examination and comparison of different conflict management strategies: One tries to severely damage the opponent with all the tricks at one’s disposal. Thus it is neither deterministic, nor excessively psychologizing.

The opponent is no longer regarded konliktmanagement human. Discussions are broken off.

Friedrich Glasl’s model of conflict escalation – Wikipedia

Different types of interdependency relationships within organizations are identified and analyzed as the key element of conflict potential. This is a common occurrence and is not perceived as the start of frierich conflict. Different types of leaders and leader-follower relationships are discussed, and Glasl points out some important consequences for intervention strategies.

However, in every case, Glasl comments on indications and counterindications in relation to his own diagnostic scheme. Each stage is accompanied by characteristic patterns of ingroup and outgroup images, motives, moods and forms of interaction.

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From now on, limited personal loss is seen as a gain if the damage to the opponent is greater. In the section on conflict issues, Glasl describes a number of techniques for mapping and rating the conflict issues from the point of view of the different parties.

This page was last edited on 27 Januaryat As examples one could mention actions that lead to loss of face for one conflict party threshold between step 4 and 5or presenting an ultimatum threshold between step 5 and 6.

Die Kunst gemeinsamen Wachsens, Reinbek bei Hamburg: With painstaking detail, Glasl shows how the parties in the course of conflict escalation increasingly loses conscious control over the situation, and how their behaviour comes to be determined by a destructive situational logic. The appropriateness of these strategies is discussed according to a contingency model based on the nine-stage escalation model.

Languages Deutsch Edit links. In chapter 12 the five diagnostic dimensions see above are used as starting-points for discussing intervention methods. To achieve de-escalation Glasl assigns the following strategic models to the different stages of escalation:.

Konfliktmanagement. Ein Handbuch Für Führungskräfte, Beraterinnen Und Berater by Friedrich Glasl

The contributions of other scholars and practitioners are reviewed, but Glasl also contributes some imaginative methods designed by himself. The proportions decide the credibility of the threat. Loss of face means in this sense the loss of moral credibility. This review of Friedrich Glasl’s book “Konfliktmanagement.

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CS1 German-language sources de. Various techniques used to identify, fraction, flexibilize, and transpose conflict issues are presented.

Eine Handlungsanleitung mit Fallbeispielen, Heidelberg: However, very few books deal with issue-oriented mediation in the usual American sense Besemer,is an exception.

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In chapters Glasl reviews several definitions of “social conflict,” and discusses in general terms how the perception, interpretations, emotions and intentionality of the conflict parties are influenced by the conflict process. These stages are grouped into three levels, which each contain three stages.

By using this site, you agree to the Terms of Use and Privacy Policy. Konfliktmanagemsnt Second Chance Pass it on, trade it in, give it a second life. Appropriate reactions can be derived from this analysis.

The model has nine stages — in contrast to the earlier model of Kurt R.