Search results for 'Conflict management' (try it on Scholar)

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  1. James D. Smith (2013). A Synthesis of the Prevailing Conflict Management Paradigms: Toward a Unity of Conflict. Dissertation, Fielding Graduate Universityscore: 240.0
    This synthesis of 5 prominent conflict management paradigms uses power differential as the single most contributing variable to their process and outcome of conflict. Efforts of scholars to integrate or synthesize conflict paradigms have been unsuccessful or clumsy by the scholars’ own assessments. The 5 selected paradigms represent an interdisciplinary set of normative and descriptive paradigms from different social contexts and intellectual frameworks. The 5 share the common traits of rival goals, three levels of socially constructed (...)
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  2. Klas Roth (2008). Deliberative Pedagogy: Ideas for Analysing the Quality of Deliberation in Conflict Management in Education. Studies in Philosophy and Education 27 (4):299-312.score: 210.0
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  3. Lauren Edelstein, John Lynch, Nneka Mokwunye & Evan DeRenzo (2010). Curbside Consultation Re-Imagined: Borrowing From the Conflict Management Toolkit. [REVIEW] HEC Forum 22 (1):41-49.score: 192.0
    Curbside ethics consultations occur when an ethics consultant provides guidance to a party who seeks assistance over ethical concerns in a case, without the consultant involving other stakeholders, conducting his or her own comprehensive review of the case, or writing a chart note. Some have argued that curbside consultation is problematic because the consultant, in focusing on a single narrative offered by the party seeking advice, necessarily fails to account for the full range of moral perspectives. Their concern is that (...)
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  4. Lauren Edelstein, Evan DeRenzo, Elizabeth Waetzig, Craig Zelizer & Nneka Mokwunye (2009). Communication and Conflict Management Training for Clinical Bioethics Committees. HEC Forum 21 (4):341-349.score: 180.0
    Communication and Conflict Management Training for Clinical Bioethics Committees Content Type Journal Article Pages 341-349 DOI 10.1007/s10730-009-9116-7 Authors Lauren M. Edelstein, Johns Hopkins Medicine’s Howard County General Hospital 5755 Cedar Lane Columbia MD 21044 USA Evan G. DeRenzo, Washington Hospital Center Center for Ethics 110 Irving St Washington, D.C. NW 20010 USA Elizabeth Waetzig, Change Matrix Inc. 485 Maylin St. Pasadena CA 91105 USA Craig Zelizer, Georgetown University Department of Government 3240 Prospect St. Washington, D.C. NW 20057 USA (...)
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  5. Bolanle Olaniran (2001). Computer-Mediated Communication and Conflict Management Process: A Closer Look at Anticipation of Future Interaction. World Futures 57 (4):285-313.score: 180.0
    This paper explores the concept of anticipation of future interaction (AFI) in Computer?Mediated Communication (CMC) with conflict management. Specifically, the tenet of the current paper is to determine whether CMC is suitable for conflict management. This central question was address drawing on anticipation of future interaction. Along this line, the issue of task, identity, self?presentations are discussed relative to the role of anticipation of future interaction in CMC encounters. Specific propositions are presented. The discussion addresses implications (...)
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  6. Carsten Nico Hjortsø, Stig Møller Christensen & Peter Tarp (2005). Rapid Stakeholder and Conflict Assessment for Natural Resource Management Using Cognitive Mapping: The Case of Damdoi Forest Enterprise, Vietnam. Agriculture and Human Values 22 (2):149-167.score: 168.0
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  7. Morton Deutsch (2011). Constructive Conflict Management for the World Today. In. In Peter T. Coleman (ed.), Conflict, Interdependence, and Justice. Springer. 289--307.score: 156.0
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  8. M. Edelstein Lauren, G. DeRenzo Evan, Craig Zelizer Elizabeth Waetzig & O. Mokwunye Nneka (2009). Communication and Conflict Management Training for Clinical Bioethics Committees. HEC Forum 21 (4).score: 150.0
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  9. Marcelo Dascal, Argument, War and the Role of the Media in Conflict Management.score: 150.0
    Even more precious perhaps is the tradition that works against Â… that misuse of language which consists in pseudo-arguments and propaganda. This is the tradition and discipline of clear speaking..
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  10. M. Edelstein Lauren, J. Lynch John, O. Mokwunye Nneka & G. DeRenzo Evan (2010). Curbside Consultation Re-Imagined: Borrowing From the Conflict Management Toolkit. HEC Forum 22 (1).score: 150.0
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  11. James M. Murray (2009). Arnoud-Jan A. Bijsterveld, Do Ut Des: Gift Giving, “Memoria,” and Conflict Management in the Medieval Low Countries. (Middeleeuwse Studies En Bronnen, 104.) Hilversum: Verloren, 2007. Paper. Pp. 309 Plus Errata Sheets; 42 Black-and-White Figures and 2 Tables. €29. [REVIEW] Speculum 84 (1):122-123.score: 150.0
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  12. Bede Webster (2013). Conflict Management: A Practical Guide [Book Review]. Ethos: Official Publication of the Law Society of the Australian Capital Territory 228:39.score: 150.0
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  13. C. N. Olori & C. C. Zuofa (2011). Vocational Education Programme and Conflict Management in Ogba Land of River State, Nigeria. Sophia: An African Journal of Philosophy 10 (2).score: 150.0
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  14. P. Pedersen (1995). Non-Western Concepts of Multicultural Conflict Management Applied to Migration Issues. Communication and Cognition 28:387-408.score: 150.0
     
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  15. Gary Varner, S. J. Gilbertz & Tarla Rai Peterson (1996). Teaching Environmental Ethics as a Method of Conflict Management. In Andrew Light & Eric Katz (eds.), Environmental Pragmatism. Routledge.score: 150.0
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  16. William E. Shafer (2002). Ethical Pressure, Organizational-Professional Conflict, and Related Work Outcomes Among Management Accountants. Journal of Business Ethics 38 (3):263 - 275.score: 144.0
    This study examines the effects of ethical pressure on management accountants' perceptions of organizational-professional conflict, and related work outcomes. It was hypothesized that organizational pressure to engage in unethical behavior would increase perceived organizational-professional conflict, and that this perceived conflict would reduce organizational commitment and job satisfaction, and increase the likelihood of employee turnover. A survey was mailed to a random sample of Certified Management Accountants to assess perceptions of the relevant variables. The results of (...)
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  17. Martin A. Nie (2002). Wolf Recovery and Management as Value-Based Political Conflict. Ethics, Place and Environment 5 (1):65 – 71.score: 144.0
    The debate over wolf recovery and management in the United States is best understood as a value-based political conflict that transcends issues strictly pertaining to science, biology and techno-rational approaches to problem solving. Political and cultural context will shape the future of the wolf as it has its past. A policy-oriented approach has much to offer the debate, especially if it is contextual and places human values and ethics at the center of its analysis. It is also important (...)
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  18. Theresa L. Goedeke (2005). Devils, Angels or Animals: The Social Construction of Otters in Conflict Over Management. In Ann Herda-Rapp & Theresa L. Goedeke (eds.), Mad About Wildlife: Looking at Social Conflict Over Wildlife. Brill. 25--50.score: 126.0
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  19. John R. Boatright (2010). Conflict of Interest in Financial Services : A Contractual Risk-Management Analysis. In Thomas H. Murray & Josephine Johnston (eds.), Trust and Integrity in Biomedical Research: The Case of Financial Conflicts of Interest. Johns Hopkins University Press.score: 122.0
     
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  20. Ward H. Goodenough (1983). Consequences of Social Living, Language, and Culture for Conflict and its Management. Zygon 18 (4):415-424.score: 120.0
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  21. Bruce E. Rieman, Paul F. Hessburg, Charles Luce & Matthew R. Dare (2010). Wildfire and Management of Forests and Native Fishes: Conflict or Opportunity for Convergent Solutions? BioScience 60 (6):460-468.score: 120.0
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  22. S. Benferhat, L. Cholvy, A. Hunter & W. Liu (2004). Management of Uncertainty, Incompleteness, Imprecision and Conflict in Multiple Data Sources. Journal of Applied Non-Classical Logics 14 (3):243-386.score: 120.0
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  23. Kuong-Ho Liu Chen & Tzong-Jye Dow Liu (2006). Security and Policy Based Management-ZERO-Conflict: A Grouping-Based Approach for Automatic Generation of IPSec/VPN Security Policies. In O. Stock & M. Schaerf (eds.), Lecture Notes in Computer Science. Springer-Verlag. 197-208.score: 120.0
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  24. Geoffrey Greatrex (2014). (P.N.) Bell Social Conflict in the Age of Justinian. Its Nature, Management, and Mediation. Pp. Xviii + 393, Ills, Maps. Oxford: Oxford University Press, 2013. Cased, £80, US$150. ISBN: 978-0-19-956733-1. [REVIEW] The Classical Review 64 (1):256-258.score: 120.0
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  25. Hanne Nørreklit & Camilla Kølsen de Wit (2001). Sustainable Communication Practices in Management Control-Are Body and Mind in Conflict or Convertion? Hermes 27:9-29.score: 120.0
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  26. Joe Peters (1999). Understanding Conflicts Between People and Parks at Ranomafana, Madagascar. Agriculture and Human Values 16 (1):65-74.score: 100.0
    The national park model originating in the unique circumstances of mid-19th century North America has been widely applied in the developing countries of the late 20th century, provoking numerous land-use conflicts between parks and resident peoples. Key factors in understanding these conflicts are examined using the field experience of the Ranomafana National Park in Madagascar. A conflict management strategy is suggested for alleviating such antagonism and facilitating the investigation of mutually acceptable conservation and development pathways.
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  27. Julia Roloff (2008). Learning From Multi-Stakeholder Networks: Issue-Focussed Stakeholder Management. [REVIEW] Journal of Business Ethics 82 (1):233 - 250.score: 96.0
    From an analysis of the role of companies in multi-stakeholder networks and a critical review of stakeholder theory, it is argued that companies practise two different types of stakeholder management: they focus on their organization’s welfare (organization- focussed stakeholder management) or on an issue that affects their relationship with other societal groups and organizations (issue-focussed stakeholder management). These two approaches supplement each other. It is demonstrated that issue-focussed stakeholder management dominates in multi-stakeholder networks, because it enables (...)
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  28. Johannes Brinkmann & Knut J. Ims (2004). A Conflict Case Approach to Business Ethics. Journal of Business Ethics 53 (1-2):123-136.score: 96.0
    Departing from frequent use of moral conflict cases in business ethics teaching and research, the paper suggests an elaboration of a moral conflict approach within business ethics, both conceptually and philosophically. The conceptual elaboration borrows from social science conflict research terminology, while the philosophical elaboration presents casuistry as a kind of practical, inductive argumentation with a focus on paradigmatic examples.
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  29. K. Helmut Reich (2002). Developing the Horizons of the Mind: Relational and Contextual Reasoning and the Resolution of Cognitive Conflict. Cambridge University Press.score: 96.0
    This book is about Relational and Contextual Reasoning (RCR), a new theory of the human mind that addresses key areas of human conflict, such as the ideological conflict between nations, in close relationships and between science and religion. K. Helmut Reich provides a clear and accessible introduction to the RCR way of thinking that encourages an inclusive rather than oppositional approach to conflict and problem-solving.
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  30. Elizabeth A. Boyd & Lisa A. Bero (2007). Defining Financial Conflicts and Managing Research Relationships: An Analysis of University Conflict of Interest Committee Decisions. Science and Engineering Ethics 13 (4):415-435.score: 96.0
    Despite a decade of federal regulation and debate over the appropriateness of financial ties in research and their management, little is known about the actual decision-making processes of university conflict of interest (COI) committees. This paper analyzes in detail the discussions and decisions of three COI committees at three public universities in California. University committee members struggle to understand complex financial relationships and reconcile institutional, state, and federal policies and at the same time work to protect the integrity (...)
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  31. Manuel London (1999). Principled Leadership and Business Diplomacy: Values-Based Strategies for Management Development. Quorum Books.score: 96.0
    London shows that principled leadership and business diplomacy not only provide direction for management, but they also enhance development of leadership in ...
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  32. M. Afzalur Rahim, Jan Edward Garrett & Gabriel F. Buntzman (1992). Ethics of Managing Interpersonal Conflict in Organizations. Journal of Business Ethics 11 (5-6):423-432.score: 90.0
    Although managers spend over twenty percent of their time in conflict management, organization theorists have provided very few guidelines to help them do their job ethically. This paper attempts to provide some guidelines so that organizational members can use the styles of handling interpersonal conflict, such as integrating, obliging, dominating, avoiding, and compromising, with their superiors, subordinates, and peers ethically and effectively. It has been argued in this paper that, in general, each style of handling interpersonal (...) is appropriate if it is used to attain organization''s proper end. (shrink)
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  33. Hooshang Kuklan (1988). Perception and Organizational Crisis Management. Theory and Decision 25 (3):259-274.score: 90.0
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  34. L. M. Moreva & Dmitriĭ Spivak (eds.) (2006). Unity and Diversity in Religion and Culture: Exploring the Psychological and Philosophical Issues Underlying Global Conflict. "Eidos".score: 90.0
     
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  35. Brad Partridge (2014). Dazed and Confused: Sports Medicine, Conflicts of Interest, and Concussion Management. Journal of Bioethical Inquiry 11 (1):65-74.score: 84.0
    Professional sports with high rates of concussion have become increasingly concerned about the long-term effects of multiple head injuries. In this context, return-to-play decisions about concussion generate considerable ethical tensions for sports physicians. Team doctors clearly have an obligation to the welfare of their patient (the injured athlete) but they also have an obligation to their employer (the team), whose primary interest is typically success through winning. At times, a team’s interest in winning may not accord with the welfare of (...)
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  36. George J. Agich & Heidi Forster (2000). Conflicts of Interest and Management in Managed Care. Cambridge Quarterly of Healthcare Ethics 9 (02):189-204.score: 84.0
    The bioethics literature on managed care has devoted significant attention to a broad range of conflicts that managed care is perceived to have introduced into the practice of medicine. In the first part of this paper we discuss three kinds of conflict of interest: conflicts of economic incentives, conflicts with patient and physician autonomy, and conflicts with the fiduciary character of the physician–patient relationship. We argue that the conflicts are either not as serious as they are often alleged to (...)
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  37. Jasper Eshuis & Marian Stuiver (2005). Learning in Context Through Conflict and Alignment: Farmers and Scientists in Search of Sustainable Agriculture. Agriculture and Human Values 22 (2):137-148.score: 78.0
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  38. Norbert Ross, Doug Medin & Doug Cox (2007). Epistemological Models and Culture Conflict: Menominee and Euro‐American Hunters in Wisconsin. Ethos 35 (4):478-515.score: 78.0
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  39. Ann Herda-Rapp & Theresa L. Goedeke (eds.) (2005). Mad About Wildlife: Looking at Social Conflict Over Wildlife. Brill.score: 78.0
     
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  40. Holmes Miller & Kurt J. Engemann (2004). A Simulation Model of Intergroup Conflict. Journal of Business Ethics 50 (4):355-367.score: 72.0
    In this paper we investigate intergroup conflict and examine the impact of strategies to manage and hopefully reduce it. To do this, we use a probabilistic computer simulation model, based on feedback principles. The model examines how conflict between two groups evolves over time. Group differences and the occurrence of intergroup incidents drive the model. Intergroup hostility which depends on past history, recent conflict incidents, and group differences is the key variable that indicates the proclivity toward (...) between the two groups. We use the model to examine various cases and the effect of conflict management strategies. Based on the model results, we develop some conclusions about the applicability of the findings to actual situations, as well as directions for further research. (shrink)
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  41. Irawaty & Erika S. Kusumaputri (2010). Pengaruh Manajemen Diri Terhadap Intensitas Konflik Peran Ganda (Studi Pada Wanita Yang Bekerja di Lembaga Pendidikan). Phronesis 10 (1).score: 72.0
    The purpose of this research is to proving empirically correlation between self management with double role conflict at educational institution of Primagama Yogyakarta. Hypothesis of this research is there any negative correlation between self management with double role at woman career in educational institution of Primagama Yogyakarta. Participants in this research are woman career in educational institution of Primagama Yogyakarta with characteristic are married, have children, with sample accumulated was 32, from 35 person woman employee in Primagama. (...)
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  42. Shenjiang Mo, Simon A. Booth & Zhongming Wang (2012). How Do Chinese Firms Deal with Inter-Organizational Conflict? Journal of Business Ethics 108 (1):121-129.score: 72.0
    Based on social exchange and customer relationship marketing theory, this study examines how ethical leadership contributes to inter-organizational conflict management (task conflict (TC) and relationship conflict), and the moderating role of task interdependence in these relationships. Data was collected from 81 suppliers and 45 corresponding managers of a large group company in China. Results show that ethical leadership is negatively associated with the levels of inter-organizational conflict, whether task or relationship. Task interdependence significantly moderates the (...)
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  43. Marie-Josée Potvin (2012). The Strange Case of Dr. B and Mr. Hide: Ethical Sensitivity as a Means to Reflect Upon One's Actions in Managing Conflict of Interest. [REVIEW] Journal of Bioethical Inquiry 9 (2):225-227.score: 68.0
    The Strange Case of Dr. B and Mr. Hide: Ethical Sensitivity as a Means to Reflect Upon One’s Actions in Managing Conflict of Interest Content Type Journal Article Category Case Studies Pages 1-3 DOI 10.1007/s11673-012-9360-4 Authors Marie-Josée Potvin, Programmes de bioéthique, Department of Social and Preventive Medicine, Université de Montréal, C.P. 6128, succ. Centre-ville, Montréal, Québec, Canada H3C 3J7 Journal Journal of Bioethical Inquiry Online ISSN 1872-4353 Print ISSN 1176-7529.
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  44. Marc C. Marchese, Gregory Bassham & Jack Ryan (2002). Work-Family Conflict: A Virtue Ethics Analysis. [REVIEW] Journal of Business Ethics 40 (2):145 - 154.score: 66.0
    Work-family conflict has been examined quite often in human resources management and industrial/organizational psychology literature. Numerous statistics show that the magnitude of this employment issue will continue to grow. As employees attempt to balance work demands and family responsibilities, organizations will have to decide to what extent they will go to minimize this conflict. Research has identified numerous negative consequences of work-family stressors for organizations, for employees and for employees' families. There are however many options to reduce (...)
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  45. John Hendry (2004). Between Enterprise and Ethics: Business and Management in a Bimoral Society. Oxford University Press.score: 66.0
    We live in a 'bimoral' society, in which people govern their lives by two contrasting sets of principles. On the one hand there are the principles associated with traditional morality. Although these allow a modicum of self-interest, their emphasis is on our duties and obligations to others: to treat people honestly and with respect, to treat them fairly and without prejudice, to help and are for them when needed, and ultimately, to put their needs above their own. On the other (...)
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  46. Iča Rojšek (2001). From Red to Green: Towards the Environmental Management in the Country in Transition. [REVIEW] Journal of Business Ethics 33 (1):37 - 50.score: 66.0
    This paper investigates the driving forces behind the environment-oriented management in Slovenia, a country in transition. The study focuses on attititudes of managers towards different aspects of the concern for the environment, the most important sources of pressure on companies for better environmental performance, the potential conflict between environmental and other business goals, and perception of barriers to the environmentally responsible behaviour of a company. The study uncovers a strong belief that the government is responsible to prevent damage (...)
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  47. Antonio Argandoña (2004). On Ethical, Social and Environmental Management Systems. Journal of Business Ethics 51 (1):41-52.score: 66.0
    There are three types of solutions to the problems deriving from companies' ethical, social and environmental responsibilities: those based on regulation by an authority or agency; those deigned to create market incentives; and those that rely on self-regulation by companies themselves. In the specific field we are concerned with here, regulation has significant costs and drawbacks that make it particularly desirable that companies should set up their own ethical, social and environmental management systems or programmes. The purpose of this (...)
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  48. Marianna Papastephanou (2011). Material Specters: International Conflicts, Disaster Management, and Educational Projects. Educational Theory 61 (1):97-115.score: 66.0
    In this essay, Marianna Papastephanou discusses three books—Michalinos Zembylas's The Politics of Trauma in Education; Sigal Ben-Porath's Citizenship Under Fire: Democratic Education in Times of Conflict; and Kenneth Saltman's Capitalizing on Disaster: Taking and Breaking Public Schools—from the perspective of the material causality of conflict and of the significance this might have for conflict resolution and the role that education may play in it. Setting out from the Derridean standpoint of spectrality, Papastephanou explores divergences and convergences of (...)
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  49. David B. Resnik & Kevin C. Elliott (2014). Bisphenol A and Risk Management Ethics. Bioethics 28 (8).score: 66.0
    It is widely recognized that endocrine disrupting compounds, such as Bisphenol A, pose challenges for traditional paradigms in toxicology, insofar as these substances appear to have a wider range of low-dose effects than previously recognized. These compounds also pose challenges for ethics and policymaking. When a chemical does not have significant low-dose effects, regulators can allow it to be introduced into commerce or the environment, provided that procedures and rules are in place to keep exposures below an acceptable level. This (...)
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  50. Andreas Walker & Christof Breitsameter (2013). Conflicts and Conflict Regulation in Hospices: Nurses' Perspectives. [REVIEW] Medicine, Health Care and Philosophy 16 (4):709-718.score: 66.0
    The present article considers conflicts and conflict regulation in hospices. The authors carried out a qualitative study in three hospices in North Rhine-Westphalia, Germany, to explore how conflicts arise and how conflict regulation proceeds. Hospice nurses should act according to a set of ethical codes, to mission statements of the institution and to professional standards of care. In practice the subjective interpretations of codes and/or models concerning questions of care are causes of conflicts among nurses, with doctors, patients (...)
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