The Cuban Missile Crisis has been considered by political scientists and historians as one of the most critical point in U.S. – Soviet relations during the Cold War and probably the only case of the possibility of the nuclear exchange was on highest level. The Cuban Missile Crisis was considered to be a part of continued political game of the ideological struggle between the leaders of United States and Soviet Union. However, the fact of the existence of Soviet nuclear missiles in Cuba created situation for U.S. government to decide what course of actions should be taken and not escalate a further confrontation, which could lead to a mutual nuclear exchange. The suggestions to such course of actions were coming from different members of the Executive Committee of the National Council or EXCOMM, which did make impact on U.S. president’s decision making in relation to Soviet installation of nuclear missiles in Cuba in October 1962.  The focus of this study relied on outcome of the decisions taken on secret meetings within the Executive Committee of the National Security Council or EXCOMM (included U.S. president as member of this committee) during the Cuban Missile Crisis in October 1962. The results of this study show if inter – and intragroup conflicts within EXCOOM made such impact on decision making outcome.

This study explores the world of human conflict in the workplace, the workplace (in this case) being a South African university. Using the academic tools of ethnography and autoethnography, I investigate the dimensions of human conflict management, which include intrapersonal, interpersonal and intra-group conflict management, from a psychological perspective. In this thesis I refer, in particular, to examples and extractions taken from case studies that focus on conflicts between employees. In doing so I used an eclectic, psychodynamic theoretical frame of reference. The data was collected and processed over a period of fourteen years. Another focus of this thesis is my reflections on my personal development as a counselling psychologist specialising in intrapersonal, interpersonal and intra-group conflict management within an institutional organisation. The participants‟ stories revealed intense emotional experiences and I have put forward suggestions on how these experiences could be explored and dealt with by means of psychologically orientated techniques and interventions within the boundaries of the ethical codes and values of counselling psychology. My eclectic choice of brief psychotherapy, strengths-based counselling, and psychodynamic-based intrapersonal, interpersonal and intra-group interventions are included in my personal narrative. This study serves only as a guideline to other counselling psychologists who deal with human conflicts in similar situations. I have not tried to present a generalised theory. In this study, I argue strongly that there is indeed a place for counselling psychologists and the application of psychological knowledge in the world of human resources departments in organisations. I believe that counselling psychologists can operate, alternatively, as individual counselling psychologists, workshop facilitators and co-facilitators, as consultants, and as members of multidisciplinary teams to address, among other, conflict management in a tertiary institution. / Psychology / D. Litt. et Phil. (Psychology)

This study explores the world of human conflict in the workplace, the workplace (in this case) being a South African university. Using the academic tools of ethnography and autoethnography, I investigate the dimensions of human conflict management, which include intrapersonal, interpersonal and intra-group conflict management, from a psychological perspective. In this thesis I refer, in particular, to examples and extractions taken from case studies that focus on conflicts between employees. In doing so I used an eclectic, psychodynamic theoretical frame of reference. The data was collected and processed over a period of fourteen years. Another focus of this thesis is my reflections on my personal development as a counselling psychologist specialising in intrapersonal, interpersonal and intra-group conflict management within an institutional organisation. The participants‟ stories revealed intense emotional experiences and I have put forward suggestions on how these experiences could be explored and dealt with by means of psychologically orientated techniques and interventions within the boundaries of the ethical codes and values of counselling psychology. My eclectic choice of brief psychotherapy, strengths-based counselling, and psychodynamic-based intrapersonal, interpersonal and intra-group interventions are included in my personal narrative. This study serves only as a guideline to other counselling psychologists who deal with human conflicts in similar situations. I have not tried to present a generalised theory. In this study, I argue strongly that there is indeed a place for counselling psychologists and the application of psychological knowledge in the world of human resources departments in organisations. I believe that counselling psychologists can operate, alternatively, as individual counselling psychologists, workshop facilitators and co-facilitators, as consultants, and as members of multidisciplinary teams to address, among other, conflict management in a tertiary institution. / Psychology / D. Litt. et Phil. (Psychology)