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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Anything else would be a sore loss for the great part of the conflict faciliation community that never learned enough German to read the original version. Chapter 11 deals with five subjective factors: The opponent is to be denigrated by innuendo and the like. Shopbop Designer Fashion Brands. Then you can start reading Kindle books on your smartphone, tablet, or computer – konfliktmanaggement Kindle device required.

The section on the parties focuses on the informal relationships within the parties in intergroup conflictssuch as the identification of key participants and the position of leaders and representatives. Amazon Business Service konfliktmanabement business customers.

From now on, limited personal loss is seen as a gain if the damage to the opponent is greater. Differences of opinion lead to a dispute. Write a customer review.

Chapter 16 discusses the phases of the different conflict management strategies. Loss of face means in this sense the loss of moral credibility.


In chapter 12 the five diagnostic dimensions see above are used as starting-points for discussing intervention methods. See our Returns Policy. The American ADR approaches usually focus on low-cost mediation and arbitration methods, which assume that there is a well-defined dispute that could either be resolved through litigation or by an ADR approach.

Review of F. Glasl’s “Konfliktmanagement”

This review of Friedrich Glasl’s book “Konfliktmanagement. Retrieved from ” https: The issue is no longer important: Die Kunst gemeinsamen Wachsens, Reinbek bei Hamburg: Schulz von Thun, F.

The parties try to put each other under pressure and think in terms of black and white. Business ethics Charles E.

Friedrich Glasl’s model of conflict escalation – Wikipedia

One tries to severely damage the opponent with all the tricks at one’s disposal. The escalation stages are defined by the implicit behavioural norms regulating the interactions between the parties. Share your thoughts with other customers.

Solutions leading to de-escalation are not immediately apparent in this model, [3] particularly when it appears galsl both conflict parties impossible to reverse the situation e.

In the second level one of the parties loses and the other wins win—loseand in the third level both parties lose lose—lose. Customers who bought this item also bought. For each of these aspects a number of diagnostic questions are formulated and discussed, whereby Glasl draws on a considerable number of conflict resolution scholars.

Views Read Edit View history. He also points out the importance of identifying critical tresholds in the conflict history. Various techniques used to identify, fraction, flexibilize, and transpose conflict issues are presented.

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Would you like to tell us about a lower price? 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.

Glasl systematically details how each of these factors is influenced by conflict escalation, what objectives interventions might have, and describes a number friedricg techniques for attaining these objectives. Appropriate reactions can be derived from this analysis. In chapter 7 earlier models of conflict escalation Pondy, Wright, Kahn are konfllktmanagement and criticized. In Chapter 6, Glasl discusses oonfliktmanagement he calls “conflict constellations” in organizations.

However, if a conflict should result the positions become more fundamental. Chapters are devoted to a detailed examination and comparison of different conflict management strategies: The sections on interventions targeting parties, relationships and basic attitudes mainly systematize a range of methods developed by other practitioners. This distinction has a considerable value when the facilitator is about to choose an intervention approach.