- 2015-03-09 (x)
- 1927 - 1928 (x)
- Apprey, Maurice (x)
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Show moreA new conflict resolution praxis has been created from two existing practices. The new praxis was the outcome of a meta-ethnographic research method that allows two publications to be synthesized. It does so in a way that allows each separate work to contribute to the new and third product. The result of the synthesis of two two-party conflict resolution programs was further synthesized with a multi-party conflict management schema that uses framing and reframing of positions in negotiations. The result of these qualitative metasyntheses revealed the following: When a third-party facilitation team enters a fractured community, both unofficial gatekeepers of the indigenous people and high level officials must be engaged to facilitate access into the fractured community. An assessment of the fractured community must have two levels of discovery. One level must determine the public health dimension. Another level of discovery must determine the cultural memory or the cultural habitus of the parties in conflict. Conflict reduction dialogues follow in order to transform the grievances sedimented or embedded in the fractured community or communities. Grassroots projects emerge out of the conflict reduction dialogue initially with the assistance of the facilitation team. Subsequently the grassroots projects continue without the facilitation team. Thanks to the engagement of both gatekeepers and central government officials, a recursive loop takes the project back to the stakeholders whom the facilitation team engaged to access the communities at the very beginning of the assessment. The result is that when grassroots projects begin, there is a seamless transfer of the project back to the indigenous people who have a continuous sense of ownership of the project and proceedings. The recursive loop back to the gatekeepers makes the project transfer part of an organic whole rather than an addendum.
Doctorate of Management Programs
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Show moreDevelopment or transition economists are generally not part of the interdisciplinary team of clinicians, historians and diplomats that engage in ethno-national social change management. A model is presented that now includes an economist in a specific sub-species of social change management, namely, ethnonational conflict resolution. A SOCS model that considers the Situation, Options, Consequences and Simulation of the best option chosen has been deployed to link non -economic decision making to economic decision making using observations of variations in human development in the face of such macroeconomic issues as external debt, corruption, economic freedom and rate of growth of GDP. Interdisciplinary conflict resolution teams can therefore have a frame to guide their respective but interdependent efforts in ethnonational conflict resolution. This SOCS decision model with a mathematical correlate is decisively a practitioner scholar’s praxis and not part of a hypothesis-driven verification research intervention.
Doctorate of Management Programs
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