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The Bosnian war was not a purely “ethnic conflict,” as both in-group members and out-group members were sacrificed for the higher political objective, namely, ethnic homogenization of divided Bosnian territories. In particular, I argue the sacrifice of in-group members, especially those who lived on the out-territory, was integral to the violence directed against out-group members. The process of resettlement of the ethnic kin was just as important as the expulsion of the ethnic “other” for re-creating a new ethnic and political balance in select strategic areas. Furthermore, the practice of the appropriation of existing and the creation of new parallel state structures were the main mechanisms of the process of the sacrifice of in-group members from the out-territory. In turn, nationalist narratives were constructed not only to justify those new structures, but also to portray ethnic minorities as potentially dangerous and threatening. In order to complete ethnic homogenization, Bosnian nationalists directly targeted the private household, expelling Bosnians from their homes and appropriating and destroying their private property. I argue that violence against the household rendered the private sphere political. In the second part of the thesis, I reflect on actions and words of ordinary Bosnians, both in-group and out-group members, who resisted violence and helped each other during the war. In particular, I argue that although the lack of basic needs brought Bosnians of different ethnicities together, a long-term result of this necessity-driven action was political: the restoration of their citizenship and the preservation of their community at the local level for after the war.

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As the trend of progressive development of technological information and globalization, organization use teams to manage the complex operational activities in dynamic environment. Organizations use cross-functional team to encourage individuals¡¦ knowledge sharing; however, the team members are composed by talents with different professional background and the way they think, work and express emotion are different. Hence, whether or not the group members with high level of group emotional intellectual and whether or not the group can from their social capital in their group determine their group performance and organizational success. Through a series of questionnaire survey of groups in health care Industory and using hierarchical regression analysis to deal with the data, our research indicate will investigate the following questions: 1. Whether the diversity of group will lead to relational conflict and negatively influence group performance. 2. Whether group emotional intelligence can decrease the relational conflict and then positively influence performance. 3. Whether group emotional intelligence can contribute to accumulate social capital and then strengthen team performance. In consequence, our study has empirically demonstrated that GEI could reduce the negative effect of relationship confluct, meanwhile increase positive effect of group identity on group effectiveness. The dimension of creating resource working with emotions and creating an affirmative environment are found to be two of most significant factors that attribute to this effect, and GEI can definetly contribute to accumulate social capital and strengthen team performance. This study finally suggested that organizations shall endeavor to assist team build positive attitude and move group memvers from striking together to working cooperatively.

This current study investigated a possible extension to existing transformational leadership models used during organisational change programs. Researching the literature provided some preliminary evidence there was a need to include a potential extension to transformational leadership models. The original models of transformational leadership involved looking at the staff members from an organisational perspective, whereas the potential extension, concerns the human aspects of organisational change. The potential new extension consists of four components: communication, team building, stress and coping and inter-group conflict. This possible extension to the transformational leadership models appeared to be an exciting addition as it addresses important human resource issues experienced during organisational change. The present study sought to further investigate whether these four components indeed were warranted and whether its components actually contributed to successful organisational change. The research methodology was exploratory, qualitative and based on a grounded theory approach (Glaser & Strauss 1967). Using an embedded case study method, in-depth convergent interviews were undertaken in four hospitals undergoing considerable organisational change. Twenty-six managers, executives and staff were interviewed. It was found that the change managers themselves were enthusiastic about implementing change but were unable to offer effective support for staff. Staff and managers said that communication within the hospitals during the period of change was poor. Similarly there was a paucity of accurate information being disseminated. Managers and staff also revealed that they had experienced considerable stress during the period of change and they needed help in order to cope effectively. Varying levels of inter-group conflict were reported in all the hospitals studied and managers reported that changes were not being implemented appropriately. However, efforts at team building were non-existent in two of the hospitals studied. These findings provide strong support for managers and leaders to pay increased attention to communication, team building, dealing with conflict and managing stress during times of increased change. This study suggests that a potential extension of the four components could be added to, and thereby strengthen, the transformational leadership models of organisational change.

During a period of over five years two psychiatric teams have attempted to develop a programme for cooperation between child and youth care and adult psychiatric care in common premises in a local community just outside Stockholm. The thesis docu­ments, in six parts, the experiences from these experimental working conditions and how they were used to reach the desired goals of change in the organisations and in the activities of the teams. The thesis also shows how this special situation and the circumstances which followed created obstacles to change. The research-programme was carried out by field-research me­thods, i.e. a combination of direct observation and inter-viewing. The two teams went through different phases of mutual rela­tions. Initially they had to face severe difficulties. During the first 1 1/2 years the level of conflict was high. Indivi­dual members of the staffs became more and more paralyzed. At the same time, however, they could manage to work together with client-fami1ies and with other social welfare institutions. Individuals from different teams could exchange experiences with one another but, at the same time, they were unable to genera­lize and to share these experiences consciously. In the following 1 1/2 years the teams were integrated. New ways of handling therapeutic issues were developed. There were signs of change in the therapeutic identity of the staffs. The last years of the experimental period were characterized by growing reactions against the earlier developement. The teams were again split up, both administratively and in relation to working methods, The first part of the thesis describes the developement of the experimental issue in general. It also gives a presentation of the research-programme. The working pre-conditions are examined in the second part. In the third part the cause of the paralysis of the staff's capability of action is analyzed by viewing the problem from different theoretical perspectives and as a result of a clash between the different "activity-matrices" of the teams. In the fourth part some experiences of the research-methods used are documented. Some difficulties connected with preparation, re­alization and evaluation of experimental work conditions are examined in the fifth part. The sixth part is a summing up of the earlier parts and presents an analysis of the contradictions actua­lized during the experimental period. / <p>Diss. (sammanfattning) Umeå : Umeå universitet, 1985, härtill 6 uppsatser.</p> / digitalisering@umu

This current study investigated a possible extension to existing transformational leadership models used during organisational change programs. Researching the literature provided some preliminary evidence there was a need to include a potential extension to transformational leadership models. The original models of transformational leadership involved looking at the staff members from an organisational perspective, whereas the potential extension, concerns the human aspects of organisational change. The potential new extension consists of four components: communication, team building, stress and coping and inter-group conflict. This possible extension to the transformational leadership models appeared to be an exciting addition as it addresses important human resource issues experienced during organisational change. The present study sought to further investigate whether these four components indeed were warranted and whether its components actually contributed to successful organisational change. The research methodology was exploratory, qualitative and based on a grounded theory approach (Glaser & Strauss 1967). Using an embedded case study method, in-depth convergent interviews were undertaken in four hospitals undergoing considerable organisational change. Twenty-six managers, executives and staff were interviewed. It was found that the change managers themselves were enthusiastic about implementing change but were unable to offer effective support for staff. Staff and managers said that communication within the hospitals during the period of change was poor. Similarly there was a paucity of accurate information being disseminated. Managers and staff also revealed that they had experienced considerable stress during the period of change and they needed help in order to cope effectively. Varying levels of inter-group conflict were reported in all the hospitals studied and managers reported that changes were not being implemented appropriately. However, efforts at team building were non-existent in two of the hospitals studied. These findings provide strong support for managers and leaders to pay increased attention to communication, team building, dealing with conflict and managing stress during times of increased change. This study suggests that a potential extension of the four components could be added to, and thereby strengthen, the transformational leadership models of organisational change.

This article examines the role of intergroup trust and recognition of past sufferings onintergroup attitudes. We conducted an experiment among Dutch-speaking students in which we manipulated the degree of importance that French-speakers gave to historical episodes of past victimizations in order to test its impact on the attitudes towards the French-speakers. Results show that intergroup attitudes were most favorable among the high-trusting Dutch-speaking participants when they were led to believe that the French- speakers judged important the events where both communities were considered as victims, compared to the conditions where only French-speaking or only Dutch-speaking sufferings were considered important. This suggests some level of intergroup trust is a condition forthe positive effect of shared memories of victimization on attitudes. / Este artículo examina el rol de la confianza intergrupal y el reconocimiento del sufrimiento pasado en las relaciones intergrupales. Un experimento con estudiantes belgas flamencos manipuló la importancia que belgas francófonos otorgaban a episodios del pasado de victimización para contrastar su impacto en las actitudes hacia los francófonos. Los resultado smostraron que las actitudes intergrupales eran más favorables en los belgas flamencos con alta confianza intergrupal cuando se les presentaba información que los francófonos juzgaban como importantes los sufrimientos de ambos comunidades, en comparación cuando la información solo enfatizaba el sufrimiento de los flamencos o de los francófonos. Estosugiere que un nivel de confianza intergrupo es necesario para que memorias compartidas de sufrimiento mejoren las actitudes.

The subject and scope of this dissertation is Paul’s use of honour and shame language in 1 Cor 1–6. The methodology applied is a modified socio-rhetorical criticism as developed by George A. Kennedy. Two interrelated aspects of first century Corinthian culture will also be examined in connection with Paul’s rhetoric in 1 Cor 1–6; that of the patron-client relationship and the role of honour and shame in that relationship and in the larger society. It will be argued that Paul’s rhetorical argument in 1 Cor 1–6 is heavily based upon the social values of honour and shame. This study will examine 1 Cor 1–6 in three sections. The first section to be examined will be that of 1:1–2:5. Paul begins this section by presenting Jesus as the super-patron who is over and above all the members of the congregation. This presentation of Jesus rebukes the patronal based factionalism and it also elevates Paul to the unique status as that of apostle and proclaimer Jesus. The second section to be examined will be 1 Cor 4. In this section Paul continues to reduce the status of the patrons as he elevates his own status. By the end of this section Paul seeks to re-establish himself not only as the apostle and proclaimer of Jesus, but also as the Corinthians’ father through the gospel. The third section to be examined will be 1 Cor 5–6. In this section it will be argued that Paul addresses three issues in connection with patronal abuse; that of the incestuous man in 1 Cor 5, the abuse of the law courts in 6:1–10, and immoral banquets in 6:11–20. / Biblical and Ancient Studies / D.Litt. et Phil. (Biblical Studies)