Thesis (D. Min.)--Southwestern Baptist Theological Seminary, 1996. / Includes bibliographical references (leaves 119-125).

Project Thesis (D. Min.)--Denver Seminary, 2001. / Abstract. Includes bibliographical references (leaves 165-179).

Thesis (M.A.)--University of Wyoming, 2008. / Title from PDF title page (viewed on June 24, 2009). Includes bibliographical references (p. 110-112).

Thesis (Ph. D.)--Swinburne University of Technology, 2003. / Title from PDF title page (viewed on Aug. 28, 2005). Includes bibliographical references (p. 192-199).

Project Thesis (D. Min.)--Denver Seminary, 2001. / Abstract. Includes bibliographical references (leaves 165-179).

Strategic conflict in this work refers to the spectrum of co-operative and oppositional activities in which organisations engage when their interests meet. The origin of the work is in the management and prediction of corporate strategic conflict, but it will be seen that there are significant similarities between corporate struggle and that of international relations. Following a review of the nature of conflict and the characteristics of strategic decision making, the work examines the effectiveness of three existing general approaches to conflict modelling and management, namely informal and qualitative methods; general systems analysis methods; and game theoretic approaches. Desirable criteria for a strategic conflict management framework are derived and a framework is then proposed which has three components: - Setting thefuture environment The future of the organisation is described by a network of states of nature. Resolving the Conflict Within each of the states which represent the future, the options for participants are identified and the possible outcomes and interim states identified. An analysis of the influence and power of the participants over transitions between states is carried out, which indicates likely development paths in the conflict, from which conclusions can be drawn about both the likely outcomes, and about the actions which should be taken by a company to bring about preferred outcomes. Closing the Loop Feedback of information obtained by analysis and by contact with the real world back into the two structures described above allows examination of the effect of changing perspectives and the differing beliefs of participants. The application of the framework is shown through case studies examining thejustifiability and appropriateness of each of its elements and as a whole. These case studies cover both small and large companies, a variety of business conflict cases, both live and retrospective and draw on the recorded material in international relations for examples of non- . commercial conflict. Future development paths are identified for the concept

A number of factors can disrupt cooperation between members of nursing and medical teams that can lead to conflicts. Interpersonal conflicts can manifest themselves as decreased cohesion among work teams and decreased performance of their members, which can impact the quality of nursing care. The theoretical section of the thesis contains expert knowledge in the sphere of conflicts. The objective of the research section of the thesis was to chart the sources of interpersonal conflicts at the workplace, their possible impact on the work of nurses, and nurses{\crq} stances regarding the resolution of conflicts. Quantitative research was carried out utilizing the anonymous questionnaire method to gather data. The research was carried out at the Na Homolce Hospital in four inpatient wards and one outpatient ward. Ninety-three nurses took part. We ascertained that conflicts have a negative impact on the activities of nurses, reduce their ability to concentrate on their work, decrease their attentiveness, are a source of psychosocial stress, and affect teamwork. The most frequent source of conflicts is faulty interpersonal communication. An essential finding was that nurses would like to resolve conflicts. If we resolve a conflict at its inception, this could be a source of new ideas, thinking, and issues that strengthen effective cooperation within the scope of the nursing process. The thesis has comprehensive information on the current situation in individual wards, which will have the opportunity to become acquainted with this information. It provides a summary of interrelationships, stances regarding conflicts, and the causes of conflicts from the viewpoint of nurses. The knowledge contained in the thesis should be taken into consideration and utilized when creating a new successful management of interpersonal conflicts concept.

Strategic conflict in this work refers to the spectrum of co-operative and oppositional activities in which organisations engage when their interests meet. The origin of the work is in the management and prediction of corporate strategic conflict, but it will be seen that there are significant similarities between corporate struggle and that of international relations. Following a review of the nature of conflict and the characteristics of strategic decision making, the work examines the effectiveness of three existing general approaches to conflict modelling and management, namely informal and qualitative methods; general systems analysis methods; and game theoretic approaches. Desirable criteria for a strategic conflict management framework are derived and a framework is then proposed which has three components: - Setting thefuture environment The future of the organisation is described by a network of states of nature. Resolving the Conflict Within each of the states which represent the future, the options for participants are identified and the possible outcomes and interim states identified. An analysis of the influence and power of the participants over transitions between states is carried out, which indicates likely development paths in the conflict, from which conclusions can be drawn about both the likely outcomes, and about the actions which should be taken by a company to bring about preferred outcomes. Closing the Loop Feedback of information obtained by analysis and by contact with the real world back into the two structures described above allows examination of the effect of changing perspectives and the differing beliefs of participants. The application of the framework is shown through case studies examining thejustifiability and appropriateness of each of its elements and as a whole. These case studies cover both small and large companies, a variety of business conflict cases, both live and retrospective and draw on the recorded material in international relations for examples of non- . commercial conflict. Future development paths are identified for the concept

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published_or_final_version / Business Administration / Master / Master of Business Administration