Consensus Or Conflict

This book examines conflict resolution efforts in Latin America by the Organization of American States (OAS) over the past fifty years by exploring the relationship of the United States with other member states within the context of the OAS. The book focuses on the impact of institutional factors on the influence that member states are able to wield within the organization. This innovative theoretical approach yields general insights into organizational behaviour and interstate relations within an international organization. The examination of thirty-one cases provides a wealth of empirical data and facilitates cross case comparisons.

This book presents a bold new theory of the processes of collective decision-making that draws on theoretical influences ranging from group decision theory through to the authors' own social representations theory. Moscovici and Doise offer a novel analysis of group conflict and the construction of consensus to produce a general theory of collective decisions. Going beyond the traditional view that compromise is a negative process where group members merely comply in order to sustain cohesion, the authors argue that the conflict at the root of group decisions can be a positive force leading to changes in opinion and to innovation. Their theoretical framework is illustrated in depth with numerous empirical investigations fro

Few aspects of American military history have been as vigorously debated as Harry Truman's decision to use atomic bombs against Japan. In this carefully crafted volume, Michael Kort describes the wartime circumstances and thinking that form the context for the decision to use these weapons, surveys the major debates related to that decision, and provides a comprehensive collection of key primary source documents that illuminate the behavior of the United States and Japan during the closing days of World War II. Kort opens with a summary of the debate over Hiroshima as it has evolved since 1945. He then provides a historical overview of thye events in question, beginning with the decision and program to build the atomic bomb. Detailing the sequence of events leading to Japan's surrender, he revisits the decisive battles of the Pacific War and the motivations of American and Japanese leaders. Finally, Kort examines ten key issues in the discussion of Hiroshima and guides readers to relevant primary source documents, scholarly books, and articles.

This study uses a wide range of survey data to examine present-day differences in identity and political allegiance between Catholics and Protestants on the island of Ireland but also to show the extensive cultural similarities that cut across the Catholic-Protestant divide.

The first of two volumes of Seymour Martin Lipsit's major papers deals with social and political conflict and, to a lesser extent, the way in which value systems and political institutions maintain order and consensus. Together these papers expound Lipset's thesis that, although all complex societies are characterized by a high degree of internal tension and conflict, consensual institutions and values are necessary conditions for their persistence.

In 1992, Xavier University through the Community Development Committee embarked on a project to develop a 150-hectare property in Cagayan de Oro City. The project proved to be an invaluable experience in community building and conflict resolution, replete with lessons for similar undertakings.

Harvard Business School's Michael Roberto draws on powerful decision-making case studies from every walk of life, showing how to promote honest, constructive dissent and skepticism; use it to improve decisions; and align organizations behind those decisions. Learn from disasters like the Space Shuttle Columbia and JFK's Bay of Pigs Invasion, from successes like Sid Caesar and Bill Parcells, from George W. Bush's decision-making after 9/11. Roberto complements his compelling case studies with extensive new research on executive decisionmaking. Discover how to test and probe a management team; when 'yes' means 'yes' and when it doesn't; and how to build real consensus that leads to action. Gain important new insights into managing teams, mitigating risk, promoting corporate ethics, and much more.