82,006 research outputs found

    Changes in Conflict Framing in the News Coverage of an Environmental Conflict

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    This article examines the role of media and conflict framing in four major turning points of an environmental controversy. In particular, it focuses on the media\u27s role in defining the dispute and altering the naming and blaming among constituents during these turning points. It also examines how these changes relate to escalation and de-escalation of the conflict

    International mediation in Northern Ireland: an analysis of the influence of international intermediaries on the process and the outcome of the Northern Irish peace process from 1994 to mid-2004

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    "The study of international mediation has received a lot of attention in recent political science. However, the main focus appears to lie on case studies dealing with the role of international intermediaries in conflicts between state. Less research seems to exist in the field of intra-national conflicts. The following article will deal with the role of international mediators in the Northern Ireland peace process during the ten years before mid-2004. It will examine whether international actors could foster perceptional de-escalation, or rather a 'de-escalation of minds' among the internal political conflict parties, rather than simply contributing to structural changes, e.g. a re-organisation of the inter-party relationship in the form of the Good Friday Agreement of 1998. Such a potential perceptional de-escalation would be crucial in order for structural changes to remain stable. Otherwise, it could be very likely that positive structural changes might be destroyed once again due to renewed escalation on the subjective level of conflict. The empirical analysis will be conducted by using a newly developed combination of Werner Link's concept of conflict, a modified escalation model based on the works of the authors Fisher and Keashly and of Jacob Bercovitch's 'contingency model' of international mediation. In line with this theoretical framework, the mediation efforts in Northern Ireland and their effects on the conflict parties' perceptions will be at the centre of a qulitative empirical case study. In the case of the internal conflict parties, a substantial speech analysis will show how the parties' perceptions, specifically their perceived interests, have changed on an escalation scale ranging from I to IV. In the case of the international mediators, the strategies used in the same period were put under closer scrutiny by conducting both a speech and an event analysis. The combined data will show whether or not international mediators did have a significant impact on the conflict parties' percptions and what implications this might have for international mediation in intra-national conflict situations." (author's abstract

    Continuing Education: Violence Prevention

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    This paper explores the need for nurse education on the topic of violence prevention in the workplace. Healthcare has one of the highest incidents of violence and an astronomical amount of resources have been invested in violence prevention and de-escalation training with violence rated continuing to rise. A gap has been identified in nursing education as new graduates are reporting they have not received violence prevention training during their formal education. De-escalation empowers nurses and provides the nurse with necessary tools to keep themselves and other safe. De-escalation is the preferred method of conflict resolution as opposed to other tactics involving restraints and coercive techniques. De-escalation techniques and strategies are explored in this paper and review of literature

    De-Escalation in Police-Citizen Encounters: A Mixed Methods Study of a Misunderstood Policing Strategy

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    abstract: There is demand for police reform in the United States to reduce use of force and bias, and to improve police-citizen relationships. Many believe de-escalation should be a more central feature of police training and practice. It is suggested that improving officers’ communication and conflict resolution skills will temper police-citizen interactions and reduce police use of force, and that such a change will improve citizen trust in the police. To date, however, de-escalation training has not spread widely across agencies, and de-escalation as a strategy has not been studied. Without an evidence-based understanding of these concepts, de-escalation training will proceed blindly, if at all. Accordingly, this dissertation represents one of the first empirical studies of de-escalation in police work. The author completed this study as an embedded researcher in the Spokane (WA) Police Department, and it proceeds in two parts. Part 1 was exploratory and qualitative, consisting of in-depth interviews (N=8) and a focus group (N=1) with eight highly skilled police de-escalators. These officers were nominated by peers as the best among them at de-escalating difficult encounters with citizens. The results in Part 1 explore officers’ perceptions of de-escalation and offer a definition of de-escalation as well as a description of de-escalation tactics. In Part 2, the author systematically observed the concepts developed in part 1 during 35 ride-alongs with 29 police officers, including the peer nominated officers (N=131 police-citizen encounters). This phase of the research investigated whether characteristics of officers, citizens, and situations are associated with de-escalation use, and de-escalation effectiveness. Implications from these findings are drawn for police practice, theory, and research methods. This dissertation is a launching point for empirical research on de-escalation in police work.Dissertation/ThesisDoctoral Dissertation Criminology and Criminal Justice 201

    De-escalation in Everyday Police Operations

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    Police action involves conflicts or even the use of force each day. Police officers may encounter conflict situations with citizens during routine patrols. In such situations, the aim of professional police action is to de-escalate and only use force if this can no longer be avoided. Communication is the primary operational resource in de-escalation. De-escalation means any behavior (verbal and non-verbal communication, tactical measures, etc.) that avoids allowing conflicts to degenerate into the use of greater force (waging the conflict with force). In addition, it halts or reverses the development of escalating situations and includes all measures capable of achieving this. Many de-escalation techniques and strategies can be applied to everyday police operations. Nonetheless, little empirical data exists on de-escalation options and training courses for learning and practicing de-escalation techniques. The outcome of an evaluation of de-escalation techniques for police practice is presented in this article, which shows that besides awareness of appropriate measures, additional factors also seem important for ensuring effective de-escalation

    Mother-daughter mutual arousal escalation and emotion regulation in adolescence

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    Emotion dysregulation is a core transdiagnostic risk factor for psychopathology and adolescence may be a sensitive period for the development of emotion regulation. Mothers may socialize emotion dysregulation by engaging in frequent interactions with their adolescents that involve mutual increases in arousal. This study examined mother-adolescent mutual arousal escalation in a conflict discussion task in adolescent girls. Further, we tested associations between mutual arousal escalation and adolescent emotion regulation. Participants comprised 84 adolescent girls (Mage=12.3[0.78]; 69% White) and their biological mothers. Dyads completed a 5m conflict discussion task, during which skin conductance level was collected as a measure of arousal. Adolescent emotion regulation outcomes included self-reported rumination and problem-solving, arousal habituation to a stressful speech task, and real-world use of positive and negative emotion regulation strategies. Multilevel models for distinguishable dyads indicated a significant random effect of time, with individual differences in arousal slope throughout the task for both adolescents and mothers. There were significant fixed and random effects of mother-to-adolescent cross-lagged arousal, indicating that mothers “transmitted” arousal to adolescents on average, and there was significant dyadic variability. Dyadic mutual arousal escalation predicted adolescent rumination, indicating that for dyads high in mutual arousal escalation and high in mutual arousal de-escalation, adolescents reported higher rumination. Mother arousal slope during the conflict task significantly predicted adolescent physiological regulation during the speech task; as mothers exhibited higher slopes on the speech task, adolescent slopes on the speech task were higher, reflecting less habituation. Higher mother-to-adolescent arousal transmission was associated with more use of positive and less use of negative emotion regulation strategies in the real world. Results suggest that mother-adolescent dyads vary in the degree to which they mutually escalate or de-escalate in arousal during stressful interactions, and in the degree to which mothers “transmit” arousal to adolescents. These differences in interaction style appear related to adolescents’ abilities to regulate their emotions. Adolescents in dyads who mutually escalate or de-escalate in arousal report more rumination, which may be indicative of a practiced dysregulatory response in stressful contexts (escalation) or a tendency toward cognitive processes that lead to withdrawal from aversive environments (de-escalation)

    The impact of points of impasse on conflict escalation during the special education conflict resolution process

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    Current literature reveals the disparity between the knowledge that strong parent-school partnerships are integral to planning and implementing educational programming for exceptional children, and the ability of parents and school personnel to identify and deescalate conflict when it occurs. Several studies acknowledged variables that helped build and maintain strong parent-school collaboration, and identified factors that escalated or de-escalated parent conflict. However, the research is sparse regarding factors that impact points of impasse on conflict escalation between parents and school districts during the special education conflict resolution process. Such information could provide stakeholders with deeper insight into the dynamic aspects of the parent-school relationship that may escalate conflict between the two parties, and allow stakeholders to pinpoint where errors in conflict resolution arise.;The case study approach was used to provide a rich description of how one family and school district experienced factors that impacted points of impasse on parent-school conflict escalation during the special education resolution process. Data from the archived record of The Board of Education of Community Consolidated School District 21 v. Illinois Board of Education (1991) were analyzed using the constant comparative method as described by Maycut and Morehouse (1994).;Lake and Billingsley (2000) identified eight factors that contributed to parent-school conflict. The findings in this study suggested that trust was the fundamental factor that impacts parent-school conflict escalation in this case. If trust was present, the impact of key and contributing factors on parent-school conflict diminished. If trust was not present, key factors of communication and discrepant view of the child directly impacted points of impasse and influenced contributing factors\u27 impact on conflict escalation. This study also found that trust and the key factors were not identified by the parties as factors that impacted conflict. Yet, the contributing factors of valuation, constraints, knowledge, reciprocal power and service delivery were readily identifiable by the parties in this case

    De-escalation training: An evidence-based practice to reduce force and increase legitimacy

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    Police officers must approach volatile situations that may escalate on a frequent basis. As first responders, they often do not have the luxury of ignoring conflict in public and must work to resolve the situation. However, officers’ presence may inadvertently escalate situations, leading to coercive responses, injury, or worse. The National De-Escalation Training Center (NDTC) has received $4.75 million dollars to provide de-escalation training that incorporates rapid personality assessment, mental health issue recognition, and situational awareness built on a procedural justice foundation. Using data from the first year of trainings conducted across the U.S., we have found that NDTC training dramatically improves officers’ ability to recognize levels of escalation, tailor their response to the individuals’ personality types, and respond effectively. Consequently, trainees are better equipped to avoid turning volatile situations into tragedies and exacerbating the existing cynicism towards law enforcement

    The Impact of Motivation and Conflict Escalation on the Five Zone Model for Preferred Conflict Handling and Managerial Decision Making

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    ABSTRACT THE IMPACT OF MOTIVATION AND CONFLICT ESCALATION ON THE FIVE ZONE MODEL FOR PREFERRED CONFLICT HANDLING AND MANAGERIAL DECISION MAKING BY DEWEY WILSON TODD JULY 2005 Committee Chairmen: Dr. Peter Zhang and Dr. Craig Hill Major Department: Managerial Sciences (Decision Sciences) The Todd-Cambridge Preferred Conflict-Handling Mode (PCHM) Instrument is an example of a two-dimensional, five zone model, similar to the Thomas-Kilmann Conflict Mode Instrument, used to explain how individuals deal with situations in which their desires are in conflict with another individual or group. The instrument, developed for this research, was based on the Managerial Grid (Van de Vliert & Kabanoff, 1990). The two variables in the PCHM model are Assertiveness and Cooperativeness. Two additional interacting, independent variables (Motivation and Conflict Escalation) were posited to affect a sudden change in subject action under situations wherein there are different views of recommended decisions. The third variable being explored by this research is “Motivation”. This represents a measure of one’s degree of attachment with respect to a decision. Motivation may originate in compensation, personal regard or an emotional attachment. The primary theory was that while assertiveness and cooperativeness may be statistically uncorrelated, although interdependent for the purposes of categorization (Van de Vliert & Kabanoff, 1990), motivation creates an interaction effect with the other two variables and can be shown by inserting either a negative or positive motivational vignette between two administrations of the PCHM instrument. In other words, when one is highly motivated on a decision component there will be a predictable change in PCHM. Five of ten hypotheses were supported (null rejected) in investigating the effect of motivation. The fourth variable explored was “Conflict Escalation” – also introduced in the form of a vignette. The purpose was to determine the effect on PCHM when a normal group decision making environment suddenly intensified in conflict. Individuals are classified according to the five preference categories, with one primary preference generally emerging. The research question here was, “…as conflict escalates, does the dominant preference score of the individual change significantly?” This could potentially affect communication and make participants more disparate. In two of the five hypotheses, this theory was supported. The conclusion was that, although PCHM has traditionally been considered static, it can be affected suddenly and with a degree of predictability. This can be evidenced through motivation and conflict escalation

    Conflict Resolution by Managers

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    Conflicts occur in a variety of areas, not excluding the work life. Conflict resolution methods are essential for further development of the conflict in terms of its escalation or de-escalation. The proposed chapter focuses on the issue of dispositional vs. situational approach to exploring the ways of conflict resolution. Results of the presented research projects are based mostly on the theories distinguishing between five conflict resolution styles: avoiding, competing, compromising, accommodating, and collaborating. The chapter also includes the results of the research, in which an original methodology for identification and specification of the differences in the conflict resolution methods within various situational contexts was used. Model conflict situations were placed into three different environments (work, home, and among friends) and associated with two different conflicts (backbiting and false accusations). The results also confirmed the differences in use of the conflict resolution methods by managers both in terms of the environment in which the conflict occurred and the content of the conflict. Within the framework of these studies, gender-based comparisons have also been carried out confirming several gender specificities in the selection of ways to resolve conflicts between men and women
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