Exploring workplace conflicts: a qualitative study on the needs and challenges of employees, employers, and occupational health professionals.

Stable development and security of the Arctic zone of Russia demand effective resolution and prevention of conflicts. The purpose of this study is to determine the main parameters of the legal model for the prevention and resolution of conflicts, including the development of methodological foundations and the elaboration of the terminological field. The main research methods are legal modeling and special methods of conflict research conducted by general, legal and constitutional conflictology. The main conclusions of the study are that stable peace and civil harmony are the result of the processes of managing, preventing and resolving conflicts. The role of law is manifested in the fact that it not only resolves the conflict, but also performs an integrative, conciliatory and stimulating function. Due to the scale and public nature of the possible consequences, special attention should be paid to the prevention and resolution of constitutional conflicts, which predetermines the increasing role of constitutional law in ensuring peace in the Arctic zone. The results of the research indicate the presence of five interrelated levels, structural and direct conflict prevention should be carried out at every level. Conflict resolution is also a complex process, the methods and mechanisms of resolution need to be supplemented and adapted, taking into account the peculiarities of conflict in the Arctic zone. The author demonstrates the interrelation between the processes of socio-economic development and ensuring peace and civil harmony, presents recommendations for improving the existing legal model.

Promoting health is an important part of occupational health (OH) professionals' daily practice. Occupational health services (OHS) support work ability and prevent both work-related diseases and lifestyle-related illnesses. We focused on how interprofessional collaboration (IPC), regardless of whether the OHS provider is public, private or in-house, influences the implementation of smoking cessation treatment and support (SCTS). We studied IPC of OH professionals in SCTS and whether they differ depending on OHS providers. We collected data through an online survey of a cross-sectional sample of OH professionals of physicians (n = 182), nurses (n = 296) and physiotherapists (n = 96) at two different time-points, in 2013 and 2017. The questionnaire contained questions on interprofessional SCTS practices, so that we could assess how the professionals' experiences differed from each other. We used explanatory factor analysis to study the collaboration, and the Kruskall-Wallis test to detect the differences between the OH professional groups as a post-hoc data analysis. OH physicians (mean 3.4, SD 1.2) and OH nurses (mean 3.2, SD 1.1) experienced smooth collaboration in SCTS whereas OH physiotherapists (mean 2.5, SD 1.1) felt excluded from IPC. In-house OH centres (mean 3.5, SD 1.0) seemed to offer the best opportunities for implementing IPC in SCTS comparing to public (mean 3.1, SD 0.9) or private (mean 2.9, SD 0.9) OHS. The IPC of OH professionals in SCTS interventions need to be rearranged. This requires boundary-crossing SCTS practices involving all professionals. All OH professionals should implement IPC in SCTS and share their specific competence.

This working paper advances an analytical framework to study the European Union’s engagement in interconnected areas of conflict prevention, mediation and resolution. In so doing, it first explores the different theoretical understandings of conflict prevention, mediation and resolution, including what could and should pass as a case of ‘successful involvement’. Secondly, it conceptualises the EU’s ‘capacity to act’ across the spectrum of conflict and crisis management as both an ability to act collectively and coherently as well as an often-overlooked ability to pursue specific goals of such an engagement. Thirdly, it surveys varied instances of the EU’s engagement in managing nearby and far-away conflicts and crises, with a focus on CSDP missions. This paper argues that, in the full cycle of conflict management, the EU’s actions in conflict prevention, mediation and resolution are inherently overlapping but not always complementary. Therefore, greater coherence and joined-up action across policy areas and across European Union institutions – but also across different phases of conflict/crisis – is yet to be ensured. Coordination of the Union’s actions with external partners before, during and after intervention in a conflict or crisis is of crucial importance as well. In addition, the study suggests that the early warning systems (EWS) and foresight, as regards both the methodology and institutional as well as national capacities, are being – and can be even further – embedded in distinct EU institutions and policies of conflict management and, in particular, of conflict prevention. Further in-depth case studies on the EU’s engagement in conflict prevention, mediation and resolution shall consider in particular: (a) the rationale of the EU’s engagement in a specific conflict/crisis situation (i.e. the type of a conflict/crisis and the applicability of the lessons learnt); (b) the EU’s capacity to act in a specific crisis/conflict situation, its pursued goals and interests, the desired end-states, and the chosen strategic and operational approaches and instruments; (c) the Union’s goal-attainment parameters (i.e. whether the EU institutions and the Member States, acting in concert, delivered on the agreed agenda and initial expectations, and how the EU’s performance has been perceived by the affected parties and partners).

Introduction Occupational health (OH) professionals need skills and knowledge, motivation, interprofessional collaboration (IPC), and OH service providers organizational support to contribute to employers and employees smoking cessation treatment and support (SCTS). To improve SCTS, there is a need to develop scientific based digital applications. Hence, we decided to develop an app based on Self-Determination Theory (SDT). Methods We evaluated OH professionals’ attitude, knowledge, motivation and the interprofessional collaboration related to SCTS. We collected data through an online survey completed by a cross-sectional sample of OH physicians (n = 182), OH nurses (n = 296), and OH physiotherapists (n = 96). We surveyed Finnish mCessations and recognized the lack of their theoretical background. We focused on co-developing a gamified app based on SDT. The app stimulates autonomous and intrinsic motivation, and it was assessed using co-design methods among multi-professional collaborators. Results All OH professionals had a positive attitude towards offering SCTS and they were highly motivated to further training. IPC between OH physicians, nurses, and physiotherapists in SCTS was unorganized. The co-design participants ranked the most important mobile app features as follows: Information about user´s progress in health, gamified rewards and “Stop the craving” games. Discussion OHS should organize its SCTS more systematically, strengthen its contributions to smoking cessation programs, and recognize and utilize more actively modern mCessation apps. Conclusion An effective collaboration in SCTS between OH and employers requires a structured smoking cessation model in OH, competent OH professionals and proper tools in practice.

PurposeThis study aims to investigate the role of supervisors in managing workplace conflict, with a focus on introducing and empirically testing a new construct called Supervisor Conflict Management Support (SCMS). The results confirm a preliminary theory of how SCMS influences conflict resolution and organizational outcomes, including contextual factors such as conflict severity and expression norms.Design/methodology/approachThis study uses survey data collected from a sample of 5,123 employees within the Federal Aviation Administration who reported experiencing workplace conflict. SCMS was measured alongside organizational constructs, including organizational commitment, conflict resolution and intent to stay. Data was analyzed using hierarchical regression and moderation analyses to test hypotheses and explore contextual effects. Convergent validity was tested using exploratory principal component analyses and was confirmed via average variance extracted tests for all constructs, whereas discriminant validity was supported through the Fornell–Larcker criterion and heterotrait–monotrait ratios.FindingsThe results demonstrate that SCMS significantly improves conflict resolution outcomes and enhances organizational commitment while increasing employees’ intent to stay. Moderation analyses revealed that SCMS is most effective when conflict is less severe and expression norms are open.Research limitations/implicationsThis study focuses on supervisor conflict management in a safety-critical organization. Future research could explore different applications of SCMS and examine supervisors’ dual role as both conflict mitigators and contributors.Practical implicationsThis study has practical implications for training managers on effective conflict management intervention and resolution strategies.Originality/valueThis study introduces SCMS as a novel construct and highlights supervisors’ critical role in fostering conflict resolution. By examining SCMS in a high-stakes organizational context, the findings contribute to advancing conflict management theory and offer practical insights for supervisory training that improves workplace conflict resolution.

This working paper offers policy recommendations for more effective, coherent and sustainable engagement of the European Union (EU) and its Members States in conflict resolution, prevention and mediation. The analysis of the EU’s engagement in the field of conflict management underscores the importance of coherence and synergies between supranational community-based policies and the intergovernmental CFSP and CSDP instruments. Other key takeaways include the growing importance of foresight in an integrated approach; the growing relevance of nexus issues such as environment, development and gender; and the potential impact of external factors as well as the presence of other major powers, such as the United States or China, in crisis situations. Ultimately, the EU's ability to effectively manage conflicts rests on its capacity to maintain policy coherence, embrace nexus issues to address root causes of conflict, and adeptly respond to external geopolitical shifts. This document groups the Union’s shortcomings in conflict management into four major clusters. The first one corresponds to a fragmented discourse and ambiguity in communication, potentially leading to weakened credibility and effectiveness in peacebuilding efforts. Second, deficiencies in terms of coordination and coherence across policy areas that hinder the comprehensive use of policy synergies and may result in contradicting actions. The third cluster includes struggles to harness comparative advantages, often overlooking local economic and socio-environmental determinants. Finally, the fourth cluster refers to the Union’s mere reactivity to geopolitical competition, particularly regarding the influence of major powers like China, which calls for proactive policy monitoring and regional strategies. To address this diagnosis, a series of policy recommendations are put forward, with a particular focus on: (1) ensuring a clear narrative and strategic communication regarding the Union’s engagement in conflict management; (2) improving coordinating mechanisms to increase coherence across EU policy instruments; (3) further anchoring the EU’s actions in its comparative advantages; and (4) proactively monitoring and acting on changes in the geopolitical landscape and the (re)emergence of other major powers. The final part of this working paper proposes assessment criteria for coherent, effective and legitimate EU engagement in conflict prevention, mediation and resolution.

Evaluating Interactive Fatigue Management Workshops for Occupational Health Professionals in the United Kingdom

Purpose This study examines HR professionals’ challenges in mediating workplace conflicts and their strategies for navigating them. It also explores how HR professionals balance their dual roles as employee advocates and strategic partners while assessing the organisational factors that influence the effectiveness of HR-led mediation. Design/methodology/approach The study adopts a qualitative research approach, utilising semi-structured interviews with HR professionals across various industries. A thematic analysis was conducted to identify recurring patterns, challenges and strategies in workplace conflict mediation. Findings The findings reveal that HR professionals face trust deficits, resistance to change, time constraints and emotional intensity as significant challenges in conflict resolution. HR practitioners employ interest-based negotiation, structured conflict resolution, data-driven approaches and emotional intelligence to address these issues. Additionally, strategic framing of employee advocacy with organisational goals is critical in securing employee and managerial support and ensuring fair outcomes through a transparent culture. The study also highlights the impact of hierarchical structures, cultural norms and industry-specific challenges on HR’s ability to mediate conflicts effectively. Practical implications The study provides valuable insights for HR professionals and organisational leaders on improving workplace conflict resolution. It emphasises the importance of clearly defining HR’s role as a neutral facilitator, implementing conflict resolution training and fostering psychological safety. Additionally, it highlights the need to align conflict resolution outcomes with organisational performance goals and promote inclusive, transparent practices to build a culture of open dialogue and trust. Organisations should integrate structured mediation processes to minimise disputes and enhance employee relations effectively. Originality/value This study contributes to the growing discourse on HR-led conflict mediation by providing empirical insights into the dual role of HR professionals and the organisational factors shaping their effectiveness. It offers a nuanced understanding of workplace mediation, emphasising HR’s evolving strategic role in conflict resolution.

Preface Conflict Resolution in a Changing World Committee on International Conflict Resolution Traditional and Emerging Strategies for International Conflict Resolution What Works in a Changed World? The Challenge of Developing Usable Knowledge About the Studies Some Recurring Themes Evaluating Interventions in History: The Case of International Conflict Resolution Paul C. Stern and Daniel Druckman Challenges of Evaluation Meeting the Challenges Conclusion Defining Moment: The Threat and Use of Force in American Foreign Policy Since 1989 Barry M. Blechman and Tamara Cofman Wittes How Threats Are Evaluated Case Studies Conclusion Economic and Post-Cold War Conflicts: Challenges for Theory and Policy Bruce W. Jentleson Conceptual and Methodological Issues in Research Analytical Framework: as a Coercive Bargaining Strategy in the Post-Cold War Era: Patterns and Analysis Toward a Strategy of Sanctions Realism: Challenges for Theory and Policy Spoiler Problems in Peace Processes Stephen John Stedman Spoilers: A Preliminary Typology Strategies of Spoiler Management Case Studies of Spoiler Management Spoiler Management: Evaluating Success and Failure Conclusion Ripeness: The Hurting Stalemate and Beyond I. William Zartman Ripeness Theory in Practice Ripeness in Action Proposed Refinements to the Theory Conclusion Interactive Conflict Resolution: A View for Policy Makers on Making and Building Peace Harold H. Saunders, with contributions by Louise Diamond, Herbert C. Kelman, John Marks, Joseph V. Montville, and Vamik Volkan The Multilevel Peace Process Interactive Conflict Resolution: What Is It? Interactive Conflict Resolution: Principles and Process Evaluating Interactive Conflict Resolution Snapshots of Interactive Conflict Resolution What Have We Learned? The Challenges of Cumulative Experience Interactive Conflict Resolution: Issues in Theory, Methodology, and Evaluation Nadim N. Rouhana Methods and Objectives in Interactive Conflict Resolution Ascertaining that Interactive Conflict Resolution Attains Its Microobjectives Does Interactive Conflict Resolution Attain Its Macrogoals? Conceptualizing the Impact of Interactive Conflict Resolution: Plausible Effects Research and Methodological Issues Why the Impact of Interactive Conflict Resolution is Likely to Be Overestimated Increasing the Value and Augmenting the Impact of Interactive Conflict Resolution Summary and Conclusion Past Truths, Present Dangers: The Role of Official Truth Seeking in Conflict Resolution and Prevention Priscilla B. Hayner The Emergence of Truth Commissions as a Transitional Tool Truth Commissions and the Prevention or Resolution of Violent Conflicts Gauging Success Conclusion New Challenges to Conflict Resolution: Humanitarian Nongovernmental Organizations in Complex Emergencies Janice Gross Stein Complex Humanitarian Emergencies and the New Challenges Evidence and Case Selection The Critics: Humanitarianism as an Obstacle to Conflict Resolution Addressing the Challenge Conclusion Electoral Systems and Conflict in Divided Societies Ben Reilly and Andrew Reynolds Introduction Developing an Analytical Framework for a Contingent Theory of Electoral System Design The World of Electoral Systems The Importance of the Process Which Led to the Choice of Electoral System Electoral Systems and Conflict Management Conclusions Advice for Policy Makers Autonomy as a Strategy for Diffusing Conflict Yash Ghai Autonomy as a Conflict-Resolving Device The Legal Bases for Autonomy Pros and Cons of Autonomy: An Overview of Experience and Some Arguments Criteria for Judging the Success of Autonomy Experiences of Autonomy: Propositions Conclusion Language Conflict and Violence: The Straw that Strengthens the Camel's Back David D. Laitin The Relationship of Language to Political Conflict The Route from Ethnic Conflict to Ethnic Violence How Can a Straw Strengthen the Camel's Back? Comparative Speculations Policy Analysis Summary and Conclusion The Organization for Security and Cooperation in Europe: Its Contribution to Conflict Prevention and Resolution P. Terrence Hopmann Development and Institutionalization of the CSCE/OSCE The OSCE Role in Conflict Prevention, Cease-Fire Mediation Conflict Resolution, and Postconflict Security Building Conclusion About the Authors

The Constitution of India states that ‘State shall make provisions for securing just and humane conditions of work’. This provides the basis for provision of occupational health services to all citizens of the country. However, in reality, there is plenty of opportunity to provide occupational health services to all working population, not only in India, but even in the developed world. Occupational health services are available only to 10-15% of workers worldwide and to a miniscule of working population in developing countries. Even where services are available, the quality and relevance may be low. Though there is an intense economic pressure on cost of production all over the world, there cannot be a trade-off between health and productivity at work. The Basic Occupational Health Services (BOHS) are an application of the primary health care principles in the occupational health sector. The BOHS seek to provide occupational health services for all working people in the world regardless of mode of employment, size of workplace or geographic location, that is, according to the principle of universal services provision. These services are most needed in countries and sectors which do not have services at all or which are seriously underserved. It lays stress on the importance of a national strategy and plan of action to incorporate occupational health in all policies. The concept of BOHS has been developed jointly by the World Health Organization (WHO), International Labor Organization (ILO), and International Commission on Occupational Health (ICOH) and has its roots in the ‘Alma Ata’ declaration (1978) by the WHO. The BOHS principles were first discussed at the WHO/ILO Joint Committee of Occupational Health in 2003. The BOHS has become a central piece of global occupational health services development plans of the WHO and ILO. The WHO, with its collaborating centers in occupational health, the ILO, ICOH and other international organizations, work for the BOHS. The BOHS shot into limelight with outgoing ICOH President, Prof. Jorma Rantanen, championing the cause. The BOHS concept envisages coverage of all workers, and has a strong focus on prevention. They are to be provided for SMEs as well as self employed persons through public services. There will have to be different modalities for the same. There has to be a strong primary health care approach, which needs strong coordination between health and labor ministries, in our country. The expert institutions on occupational health have an important role to play in BOHS and they need to support the provision of BOHS by developing low-cost solutions. The BOHS aim at: Protection of health at work, Promotion of health, well being, work ability and Prevention of occupational diseases and accidents. Activities under BOHS encompass not only health surveillance, emergency preparedness and first aid services but also include surveillance of work environment, risk assessment and preventive and control measures. Health education and health promotion are also an integral part of BOHS. The BOHS provide a practical tool in identifying priorities and pooling scarce resources to develop an integrated and effective occupational health system and services, tailored to suit the national conditions and needs of each country. Improved conditions of work will lead to a healthier work force and, in turn, improved productivity. It is estimated that India has a working population of approximately 500 million. According to 2001 census, around 70% of the population resides in rural areas. Less than 10% of the workforce is organized, 60% self-employed and 30% do not have regular jobs. The increasing proportion of females in the workforce adds to the traditional OSH issues. The changing face of service sector, in view of the exponential growth on account of globalization and increasing use of information technology, is expected to present new challenges. Proper diagnosis and reporting of occupational diseases is necessary to achieve and implement BOHS. As all of us are aware, the statistics on accidents and occupational illnesses are far from accurate. There are research reports that show the official estimates are vastly low. The organized sector, both private and public, has reasonably well developed OHS based on ILO conventions. However, this sector is miniscule. The OHS are almost non-existent in the unorganized sector. Currently, there is no government agency or department which deals exclusively with occupational safety and health matters. The director general of the Factory Advisory Services and Labor Institutes deals with the safety and health of workers employed in factories and ports, whereas, the director general of Mines Safety deals with the safety and health of miners. While there are other departments under the Ministry of Labour, which deal with OSH issues in different sectors, e.g. the construction sector, no agency covers safety and health for workers in unorganized sectors. In India, we face the twin challenges of integration of occupational health with general health services and delivery of occupational health from medical college hospitals. There is separate training on occupational safety and health for safety professionals and occupational health professionals. The training on occupational health is still at an early stage and there are still no Chairs on occupational health in Indian universities and there are hardly any postgraduate training facilities on OH. The BOHS demands government leadership with tripartite or better still, quadripartite collaboration between government, employers, employees and non-governmental organizations (NGOs) like IAOH. We need development of appropriate OSH infrastructure and proper dissemination of health and safety information. Our institutions need to provide simple tools for practical health and safety work at workplaces. Needless to add, our focus needs to be on small and medium sized enterprises, self-employed persons and informal sector. Recently, the national occupational health and safety policy has been finalized by the government and let us hope that it will take the country one step closer towards BOHS for all.

We sought to gain a comprehensive understanding of the current methods for conflict resolution and the ways in which women surgeons would prefer workplace conflicts to be adjudicated. Interprofessional workplace conflicts are poorly studied, particularly for women in surgery. These conflicts may negatively impact surgical team dynamic and be detrimental to patient safety. Moreover, workplace conflicts and their management are a proposed driver of decreased professional satisfaction and achievement. How women surgeons experience workplace conflicts and how these are managed remains unexplored. We conducted 30 semi-structured interviews with women surgeons across the United States who had experienced workplace conflict that resulted in action by a nonphysician. Surgeons were diverse with respect to demographics, specialty, and institutional settings. Through thematic analysis using NVivo, we analyzed and reported patterns within the data. Although the majority of women asserted resilience in how they engage with these situations, many also cited ways in which these events could better be adjudicated. Recommendations included (1) more direct conflict resolution, (2) more transparency in reporting processes, (3) greater opportunity to address complaints, (4) explicit policies for events that repeatedly result in workplace conflict, and (5) divorcing interpersonal complaints from patient safety reporting mechanisms. This study motivates and informs best practices around adjudication of workplace conflict to help protect women surgeons and nonclinicians. Going forward, best practices should include more objective criteria for how conflicts are adjudicated. Continued efforts at an institutional level are needed to help mitigate inequities against women surgeons.

Violence suffered by children is a violation of human rights and a global health problem. Children with disabilities are especially vulnerable to violence in the school environment, which has a negative impact on their well-being and health. Students with disabilities educated in special schools have, in addition, more reduced experiences of interaction that may reduce both their opportunities for learning and for building protective social networks of support. This study analyses the transference of evidence-based actions to prevent violence in schools – the dialogic model of prevention and resolution of conflicts (DMPRC) – in the context of a special school, and its impact on the reduction of violence, the creation of egalitarian relationships, and the prevention of bullying. A case study with a communicative approach was conducted including in-depth interviews and communicative focus groups with the diverse participants to analyze the process of transformation carried out in the school and the main actions that give students a voice in the management and creation of egalitarian non-violent relationships. The results show that the inclusion of the students’ voices in the resolution and prevention of conflicts reduces violence, empowers special education students, strengthens friendship relationships, caring behavior, and active positioning among the community. The positive impact of the transference of the DMPRC to special schools contributes to students’ well-being and healthy development by offering safe and protective educational spaces and quality emotional education, also contributing to the achievement of the Sustainable Development Goals related to the elimination of all forms of violence in childhood.

Choosing a professional code for ethical conduct in occupational and environmental medicine. The AOEC Board of Directors. Association of Occupational and Environmental Clinics.

Conflicts are a common occurrence in the workplace as employees within organizations often differ in perceptions, values, and approaches to work-related tasks. When left unaddressed, these conflicts can significantly impact employee performance and overall organizational productivity. However, when effectively managed, workplace disputes can serve as opportunities for growth and innovation, leading to organizational development. Despite the importance of leadership in conflict resolution, few studies have explored the extent to which conflict resolution is influenced by various leadership perspectives and their combined impact. To bridge this research gap, this study aims to examine the role of ethical leadership in conflict resolution and its integration with other leadership paradigms. Specifically, the research objectives are (i) to analyze how ethical leadership influences conflict resolution processes, (ii) to assess the integration of ethical leadership with other leadership paradigms, including transformational, transactional, and servant leadership, and (iii) to develop a multidimensional framework for conflict management. This study adopts a conceptual approach by synthesizing existing literature to establish ethical leadership as a central theoretical perspective in conflict resolution. Ethical leadership is characterized by integrity, fairness, and empathy, fostering a culture of trust and transparency where conflicts are managed constructively rather than escalating into prolonged disputes. The findings indicate that ethical leadership reduces workplace conflict by enhancing transparency and fairness in decision-making while also ensuring that employees feel valued and heard in conflict resolution processes. Furthermore, when combined with transformational, transactional, and servant leadership styles, ethical leadership enhances both short-term dispute resolution and long-term organizational harmony. The study's findings hold theoretical and practical significance. Theoretically, the research contributes to leadership and conflict resolution literature by integrating multiple leadership paradigms into a unified framework that enhances the understanding of their combined influence on workplace conflict. Practically, the study guides organizational leaders in selecting and developing ethical leaders with high emotional intelligence (EI) to foster a collaborative and trust-driven work culture. By applying the proposed multidimensional conflict resolution framework, organizations can effectively address workplace conflicts, leading to higher employee satisfaction and improved organizational performance. While this study presents a comprehensive conceptual model, the proposed framework requires empirical validation across various organizational contexts to further assess its applicability and effectiveness in workplace conflict management.

Safely Returning America to Work Part II: Industry-Specific Guidance.