Conflicts of values are due to perceived or in fact incompatible belief systems. Values are beliefs that people use to give meaning to their lives. Values explain what is “good” or “bad”, “good” or “false”, “just” or “unfair”. Different values do not need to create conflict. People can live in harmony with different value systems. Value conflicts only occur when people try to impose a certain number of values on others or claim exclusive value systems that do not allow for divergent beliefs. There is no point in trying to change value and belief systems in relatively short and strategic mediation interventions. However, it may be helpful to support the expression of the values and beliefs of each participant in the recognition by the other party. Relationship conflicts are due to the existence of strong negative emotions, miscalculations or stereotypes, miscommunication, misunderstandings or repetitive negative behaviors. Relationship problems often fuel quarrels and lead to an unnecessarily degenerate spiral of destructive conflicts. Supporting the safe and balanced expression of perspectives and emotions of recognition (disagreement) is an effective approach to managing relationship conflicts. If your word has anagrams, these are also listed with a definition of the word, if we have one.
We have listed all the clues in our database that match your search. There will also be a list of synonyms for your answer. Synonyms have been arranged according to the number of characters so that they are easy to find. If a given answer arouses great interest on the site today, it can be underlined orange. By assessing a conflict according to the following five categories – relationship, data, interest, structure and value – we can begin to determine the causes of a conflict and develop resolution strategies that are more likely to succeed. Structural conflicts are provoked by forces outside the parties to the dispute. Limited physical resources or authority, geographical constraints (remoteness or proximity), time (too little or too much), organizational changes, etc., can make structural conflicts appear as a crisis. It may be useful to assist parties to the conflict in identifying external forces and constraints imposed on them. Structural conflicts often have structural solutions. The parties` appreciation that a conflict has an external source can lead them to tackle the difficulties imposed together. Conflicts of interest are due to competition for supposedly incompatible needs. Conflicts of interest arise when one or more parties believe that the needs and interests of an adversary must be sacrificed to satisfy their needs.
Conflicts based on interests are usually expressed in terms of position. A large number of interests and intentions underpin and motivate negotiating positions and must be addressed for maximum solution. . . .