Conflict analysis and practical conflict management procedures: an introduction to peace science
Gespeichert in:
| Beteiligte Personen: | , |
|---|---|
| Format: | Buch |
| Sprache: | Englisch |
| Veröffentlicht: |
Cambridge, Mass.
Ballinger
1982
|
| Schriftenreihe: | The peace science studies series
1 |
| Schlagwörter: | |
| Links: | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=000014259&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| Umfang: | XXXIII, 611 S. Ill., graph. Darst. |
| ISBN: | 0884108996 |
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| 650 | 4 | |a Paix - Recherche | |
| 650 | 7 | |a Polemologie |2 gtt | |
| 650 | 4 | |a Politique - Manuels | |
| 650 | 4 | |a Recherche opérationnelle | |
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| 650 | 4 | |a Sociologie - Manuels | |
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Datensatz im Suchindex
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| adam_text | CONTENTS List of Figures xix List of Tables xxv Preface xxxiii Chapter 1 Introduction 1 Chapter 2 A Preview for the Busy Practitioner 7 Chapter 3 Procedures for Situations with a Small Number of Options where Participants Can Only Rank Outcomes 15 3.1 Introduction 15 3.2 Some Elementary Concepts forSimple Conflict Situations 16 v
vi CONTENTS 3.2.1 3.2.2 3.2.3 3.2.4 3.2.5 3.2.6 3.2.7 Actions and Joint Actions States of the Environment Outcomes Preferences and Utility Guiding Principles Attitudes, Objectives, and Objective Functions Level and Nature of Information Analysis of Relevant Conflict Management Procedures 3.3.1 3.3.2 3.3.3 3.3.4 3.3.5 3.3.6 3.3.7 Compromise over Proposed Outcomes (Outcome Compromise Principle) Compromise over Proposed Actions (Action Compromise Principle) A Sequence of Compromises over Proposed Outcomes/Actions (A Sequential Outcome/Action Compromise Principle) Principles Focusing on Rankings of Outcomes Changing Actions to “If ... , then ...” Policies: A Principle of the Metagame Approach Multicriteria/Objective Conflict Situations Some Categories of Response Patterns Concluding Remarks 16 17 17 18 19 20 24 25 32 34 37 39 42 48 49 51 Appendix to Chapter 3 3A.1 3A.2 4.1 Additional Notes on the Metagame Approach Potential for Gain from Nonmyopic Behavior: the Brams Analytic Approach 53 57 Chapter 4 Procedures for Situations with Many Options where Participants Can Only Rank Outcomes 67 Introduction 67
CONTENTS 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11 4.12 4.13 4.14 4.15 4.16 4.17 4.18 4.19 4.20 4.21 4.22 Preference Structures as Represented by Indifference Curves Efficiency as a Desirable Feature Programming to Define the Set of Efficient Joint Actions (the Efficiency Frontier) Equidistant Improvement (or Concession) in the Joint Action Space՜ Median Efficient Joint Action Principle Concession Along the Efficiency Frontier Principle Guaranteed Improvement as a Desirable Feature The Best Reply Line and the Sequential Best Reply Path Split-the-Difference Principle—One-Step and Sequential The Weighted-Average Principle Guaranteed Improvement and Sequential Split-theDifference Principle Limited Commitment as an Additional Desirable Feature Efficiency, Guaranteed Improvement, Limited Commitment, and Sequential Weighted-Average as Features of an Incremax Procedure Decremax Procedures The Alternating Leader-Follower Principle: A Substitute for Split-the-Difference or WeightedAverage The Best Reply Principle in a Successively Contracted Joint Action Space and Related Principles Simple Hierarchical Programming: A Sequential Exercise of Leadership The Leadership Point as a Preferred Joint Outcome and the Leadership Principle The GRIT (Graduated and Reciprocated Initiatives in Tension-Reduction) Procedure A Minimum Information Incremax Procedure The Veto Power as Another Desirable Feature Vii 69 71 72 74 75 76 77 79 80 84 85 86 88 89 92 94 95 96 99 100 102
Vlil 4.23 4.24 CONTENTS Last-Offer Arbitration (with Incentives to Think of Others) Concluding Remarks 102 106 Appendix to Chapter 4 4A.1 4A.2 4A.3 A “Good-Cause” Payment Procedure (with or without the Bearhug Principle) The Use of Procedures in Situations with Many (Continuous) Actions and a Limited Number of Utility Outcomes Apportionment Procedures 107 113 114 Chapter 5 Procedures for Situations Where Participants Can Value Outcomes in Relative Terms 129 5.1 Introduction 129 5.2 Procedures for Situations with a Small (Finite) Number of Options 130 5.2.1 5.2.2 5.2.3 5.2.4 5.2.5 5.2.6 5.2.7 5.2.8 5.3 Min the Percent Difference Principle The Constrained Min the Percent Difference Principle Max the Min Percent Improvement Principle Min the Max Percent Concession Principle Max Total of Percent Improvements (Min Total of Percent Concessions) Principle of Min the Difference in Percent Improvement from Current Standpoint Principles of Min the Percent Difference in Improvement from Other Prominent Points Max the Total of Percents of Goal Achievement Method of Determining Group Priorities (Saaty) 131 137 138 139 141 141 145 146 147
CONTENTS 5.4 Procedures for Situations with Many (Continuous) Options 5.4.1 5.4.2 5.4.3 5.4.4 5.4.5 5.5 Max Equal Percent Improvement (Min Equal Percent Concession) Principle Sequential Split-the-Difference Principle (in Outcomes) The Alternating Leader-Follower Principle (with Regard to Outcomes) The Zeuthen Concession (Least to Lose Goes First) Procedure Relaxed Hierarchical Programming Concluding Remarks ІХ 155 155 156 159 160 162 164 Appendix to Chapter 5 5A.1 The Derivation of Relative Weights (the Components of the Eigenvector) in the Saaty Procedure Equal Role Opportunities Principle 165 169 Chapter 6 Procedures for Situations with a Small Number of Options Where Participants Can Assign Precise Values to Outcomes 177 6.1 Introduction 177 6.2 Procedures when Participants’ Utilities are Comparable 178 5A.2 6.2.1 6.2.2 6.2.3 6.2.4 6.2.5 6.2.6 Max Total Utility Principle Max Total of Utility Improvements Principle Min the Difference of Improvements Principle Max the Min Improvement Principle Min Total Concessions (Penalty or Cost) Principle Min the Difference of Concessions Principle 178 178 179 180 181 182
X CONTENTS 6.2.7 6.2.8 6.2.9 6.3 Procedures for Managing the Distribution Problem 6.3.1 6.3.2 6.3.3 6.3.4 6.3.5 6.3.6 6.4 The Choice of Weights in Calculating Total Utility The Use of Constraints to Supplement Weights Changing the Objective Function and Constraints Concessions and the Use of Penalty, Cost, and Related Functions Procedures for Distributing a Total Payoff Achievement of Minimum Requirements (Satisficing) and Other Nonoptimizing Procedures More Complex Utility Functions 6.4.1 6.4.2 6.5 Min the Max Concession Principle Max the Difference of Improvements Principle Demand-Revealing (No Bluffing) Method (Clarke-Vickrey) Simple Interdependent Utility Functions Nonlinear Utility Functions Concluding Remarks 183 183 184 188 190 192 196 197 200 206 207 207 209 210 Appendix to Chapter 6 6A.1 6A.2 7.1 Derivation of a Set of Weights Yielding Equivalent Social Values for Most Preferred Joint Actions A Good-Cause Payment Procedure (with or without the Bearhug Principle) 212 Chapter 7 Procedures for Situations with Many Options Where Participants Can Assign Precise Values to Outcomes 221 Introduction 221 211
CONTENTS 7.2 Procedures when the Distribution Problem Is Ignored or Not Relevant 7.2.1 7.2.2 7.2.3 7.2.4 7.2.5 7.2.6 7.2.7 7.2.8 Max Total Utility Principle Max Total of Utility Improvements Principle Max Equal Improvements Principle Min Total of Concessions Principle Min Equal Concessions Principle The Principle of Equidistant Concession in the Joint Action (Policy) Space Constraints on Procedures Other Procedures XI 222 222 222 224 226 227 228 235 237 Procedures for Managing the Distribution Problem 240 Concluding Remarks 242 Chapter 8 Multiobjective Programming and Multicriteria (Attribute) Analysis 247 8.1 Introduction 247 8.2 Multiobjective Programming 248 7.3 7.4 8.2.1 8.2.2 8.3 The Problem of a Single Decisionmaker The Problem of Many Decisionmakers Multicriteria (Attribute) Analysis 8.3.1 8.3.2 248 253 263 Situations of Many Options where Precise Values Can Be Assigned to Objective Achievements but Participants Can Only Rank Outcomes in Order of Preference 264 Situations of Many Options where Relative Values Only Can Be Assigned to Objective Achievements and Participants Can Only Rank Outcomes in Order of Preference 268
xii CONTENTS 8.3.3 8.3.4 8.4 Situations with a Small Number of Options where Achievements on Objectives Can Only be Ranked and where Participants Can Only Rank Outcomes in Order of Preference Situations with a Small Number of Options and Continuous Side Payments Concluding Remarks 270 275 278 Appendix to Chapter 8 Technical Procedures Applicable to Multicriteria and other Situations 8A. 1 8A.2 The Concordance—Discordance Procedure Minimize Discrepancy from Ideal (using Rank Correlation Analysis) 8A.3 Maximum Correspondence to Underlying Pattern of Outcomes 8A.4 Max Total of Ranks Weighted by Outcome “Importance” 8A. 5 Max Correspondence to Outcomes Weighted by Relative Importance 8A. 6 Frequency above Threshold Value (Using Weighted Ranks) Method 8A.7 Stochastic Methods 8A.8 Second-Round (Half-Compromise) Procedures 8A.9 Reduction Method to Identify the “Most Relevant” Outcome Components (Objectives) 8A.10 Fuzzy Set Analysis 279 279 284 285 285 286 286 287 287 288 288 Chapter 9 Matching Conflict Situations and Conflict Management Procedures—A Static Framework 297 9.1 Introduction 297 9.2 Key Characteristics of Conflict Situations 298
CONTENTS 9.3 xiii Key Properties of Conflict Management Procedures 299 9.4 Steps in the Matching Process 301 9.5 Evaluating Actual Conflict Management Procedures 310 The Mathematical Formulation of the Method 312 Shortcomings of the Matching and Evaluation Processes 315 Concluding Remarks 324 Chapter 10 Nonquantitative Procedures for Conflict Management 331 10.1 Introduction 331 10.2 Burton’s Workshop Interaction Process: From Zero-Sum to Positive-Sum Games, From Material Needs to Material and Nonmaterial Needs 332 Kelman’s Workshops and Politically Viable Conflict Resolution 339 Fisher’s Yesable Propositions and Fractionation 343 9.6 9.7 9.8 10.3 10.4 10.4.1 10.4.2 10.4.3 10.4.4 Case I: No Credible Threats and Offers Case II: With Credible Threats and Offers Case III: Leader Follower Situation without Mediator The Fractionation Technique 343 353 355 361 10.5 Dynamics of Learning in the Workshop Approach 364 10.6 Concluding Remarks 370 Appendix to Chapter 10 The Delphi Technique 10A.1 Basic Features of the Delphi Technique 371 371
XIV CONTENTS ЮА.2 Possible Application of the Delphi Technique to Conflict Management 372 10A.2.1 Conventional Delphi 10A.2.2 Goals Delphi 10A.2.3 Policy Delphi 372 373 374 An Evaluation of the Delphi Technique 375 Chapter 11 Synthesis of Qualitative and Quantitative Approaches 381 11.1 Introduction 381 11.2 Fusion of Qualitative Approaches 382 11.2.1 11.2.2 11.2.3 11.2.4 382 383 386 388 10А.З 11.3 Fusion of Quantitative Approaches 11.3.1 11.3.2 11.3.3 11.3.4 11.3.5 11.3.6 11.4 Burton and Kelman Fisher and Kelman Fisher and Burton Fisher, Burton, and Kelman Outcome/Action Compromise Clusters Split-the-Difference Type Clusters Relative Improvement and Concession Clusters Absolute Improvements and Concession Clusters Efficiency Constrained Clusters Multiobjective (Criteria) Oriented Clusters Synthesis of Qualitative and Quantitative Procedures 11.4.1 11.4.2 Fisher and Combinations of Quantitative Conflict Management Procedures Burton and Combinations of Quantitative Conflict Management Procedures 391 391 395 399 402 402 404 406 406 412
CONTENTS 11.4.3 11.4.4 11.5 12.1 12.2 Kelman and Combinations of Quantitative Conflict Management Procedures Fisher, Burton, and Kelman in Combination with Quantitative Conflict Management Procedures Chapter 12 The Practical Application of Conflict Management Procedures 431 12A Appendix to Chapter 12 Supplementary Tables 12.5 12.6 14.1 420 425 12.7 12.4 418 Concluding Remarks Introduction Identifying Procedures for Each General Category of Conflict Situations: The Use of the Master List and Sublists Evaluating Relevant Procedures in Terms of Desirable and Undesirable Properties Determining Weights, Constraints, Binding Magnitudes of Constraints, and Side Payments Problems in Applying the Method and Areas of Nonapplication Other Alternatives for the Third Party When Failure Appears Imminent Concluding Remarks 12.3 XV 431 432 435 455 456 463 466 476 Chapter 13 Concluding Remarks and Prospect Regarding Practical Conflict Management Procedures 481 Chapter 14 Toward a Definition of Peace Science: Part I 489 Introduction 489
XVI CONTENTS 14.2 A Step-by-Step Development of a Broad Conceptual Framework 14.2.1 Begin with a Basic Production Subsystem with Simple Conflict among Two Participants over the Joint Action 14.2.2 Add on the Decisionmaking Subsystem. Identify each Nation (Community) in a System as a Production Subsystem Plus a Decisionmaking Subsystem 14.2.3 Add the Information Subsystem, Information Flows, and their Perception 14.2.4 Next, Make Explicit the Subsystem Coupling Function Regarding Real Interactions, and System Filtering of Information 14.2.5 Finally, Introduce the Subsystem Coupling Function Regarding Cognitive Interaction and View the Framework as a Historic Process in Macrotime 498 The Detail of the PK Box, the Production Subsystem of К 500 14.3.1 14.3.2 14.3.3 14.3.4 14.3.5 14.3.6 14.3.7 Production Models: Economic and Ecologic Inputs and Outputs Industry Location, Development, Programming, and Policy Noneconomic Commodities: Production and Exchange A General Equilibrium Framework Macromodels of Social Group Production and Behavior Emergence of Leaders The Hierarchical Structure of Regional Production within the National System The Detail of the R Box, the Real Interaction Subsystem 14.4.1 14.4.2 Different Kinds of Interface Inputs Econometric (LINK), Input-Output, Central Place Theory, and Linear Programming Methods of Analysis 490 490 493 495 496 500 503 504 505 509 509 510 511 511 513
CONTENTS 14.4.3 14.4.4 14.4.5 Multiregion General Equilibrium Inclusive of the Ecologic Subsystem Diffusion Processes, Multinationals, and World Public Goods The Subsystem’s Dynamics in Microtime, and Threshold (Takeoff) and Domino Effects The Detail of the CK Box, the Decisionmaking Subsystem of К 14.5.1 14.5.2 14.5.3 14.5.4 14.5.5 14.5.6 14.5.7 14.5.8 14.5.9 15.1 Decisionmaking in Less Complicated Situations A Formal Statement of the Decision Problem Attitudes and Values as Basic Factors Conflicts Internal to the Decisionmaker Conflicts Among Several Participants in a Decisionmaking Process and Cooperative Procedures Individual Learning Processes Group and Macro-Micro Learning Processes Hierarchical Structure of Decisionmaking and Informational Processes Policy Evaluation xvii 517 518 520 521 521 523 524 525 526 527 529 531 532 Chapter 15 Toward a Definition of Peace Science:Part II 535 The Detail of the I Box, the Cognitive Interaction Subsystem 535 15.1.1 15.1.2 15.1.3 Conflict Management Procedures and Some Traditional Approaches Econometric Modelling of Multination Conflict Decision Interdependence and an Hierarchical Structure of Decisionmaking Nodes 537 538 541
хѵш CONTENTS 15.1.4 15.2 15.3 15.4 15.5 Decision Interdependence and a Leontief-type Matrix of Influence Coefficients 15.1.5 Decision Interdependence and Decentralization of Functions by Nodes The Compromise Authority-Allocation 15.1.6 Matrix: Problems in Attainment Allocation of Authority and the Basic 15.1.7 Values: Liberty, Equality, Welfare, and Security Multination Interaction in Policy Space 15.1.8 World Constituency and Credibility 15.1.9 The Evolutionary Character and Structure of the Social System 15.2.1 Dynamical Systems Analysis in Microtime for Adaptive SelfStabilization Long-run Nonformal Evolutionary 15.2.2 Theory Formal Models of Abrupt Change and 15.2.3 Transition Some Notes on the M Box: Search for New Information and the Role of Informational Processes Possible Frameworks for Modeling the Interactions of the Cognitive Interaction and Real Interaction Systems Toward a Broad Conceptual Framework 15.4.1 Toward a Comprehensive Practical 15.4.2 Framework Concluding Remarks 543 544 545 547 549 551 553 554 555 559 563 568 568 570 574 References 577 Index 591 About the Authors
|
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| dewey-ones | 327 - International relations |
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| dewey-search | 327.1/7 |
| dewey-sort | 3327.1 17 |
| dewey-tens | 320 - Political science (Politics and government) |
| discipline | Politologie |
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| id | DE-604.BV000045727 |
| illustrated | Illustrated |
| indexdate | 2024-12-20T07:14:34Z |
| institution | BVB |
| isbn | 0884108996 |
| language | English |
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| physical | XXXIII, 611 S. Ill., graph. Darst. |
| publishDate | 1982 |
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| publisher | Ballinger |
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| series | The peace science studies series |
| series2 | The peace science studies series |
| spellingShingle | Isard, Walter 1919-2010 Smith, Christine Conflict analysis and practical conflict management procedures an introduction to peace science The peace science studies series Aménagement du territoire Avocats - Guides, manuels, etc Paix - Recherche Polemologie gtt Politique - Manuels Recherche opérationnelle Relations industrielles Relations internationales Sociologie - Manuels Économie politique - Manuels Internationale Politik Soziologie Peace Research Konfliktregelung (DE-588)4164958-8 gnd Friedensforschung (DE-588)4155435-8 gnd |
| subject_GND | (DE-588)4164958-8 (DE-588)4155435-8 |
| title | Conflict analysis and practical conflict management procedures an introduction to peace science |
| title_auth | Conflict analysis and practical conflict management procedures an introduction to peace science |
| title_exact_search | Conflict analysis and practical conflict management procedures an introduction to peace science |
| title_full | Conflict analysis and practical conflict management procedures an introduction to peace science Walter Isard and Christine Smith |
| title_fullStr | Conflict analysis and practical conflict management procedures an introduction to peace science Walter Isard and Christine Smith |
| title_full_unstemmed | Conflict analysis and practical conflict management procedures an introduction to peace science Walter Isard and Christine Smith |
| title_short | Conflict analysis and practical conflict management procedures |
| title_sort | conflict analysis and practical conflict management procedures an introduction to peace science |
| title_sub | an introduction to peace science |
| topic | Aménagement du territoire Avocats - Guides, manuels, etc Paix - Recherche Polemologie gtt Politique - Manuels Recherche opérationnelle Relations industrielles Relations internationales Sociologie - Manuels Économie politique - Manuels Internationale Politik Soziologie Peace Research Konfliktregelung (DE-588)4164958-8 gnd Friedensforschung (DE-588)4155435-8 gnd |
| topic_facet | Aménagement du territoire Avocats - Guides, manuels, etc Paix - Recherche Polemologie Politique - Manuels Recherche opérationnelle Relations industrielles Relations internationales Sociologie - Manuels Économie politique - Manuels Internationale Politik Soziologie Peace Research Konfliktregelung Friedensforschung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=000014259&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| volume_link | (DE-604)BV000004798 |
| work_keys_str_mv | AT isardwalter conflictanalysisandpracticalconflictmanagementproceduresanintroductiontopeacescience AT smithchristine conflictanalysisandpracticalconflictmanagementproceduresanintroductiontopeacescience |