Furman v. Georgia, 408 U.S. 238 (1972) Analyze how the United States Supreme Court Justices? arguments are constructed in Furman v. Georgia, 408 U.S. 238 (1972). In this case that analyzes the constitutionality of the death penalty please identify and evaluate the authors? rhetorical strategy, including, but not limited to the writers? assumptions, tone, use of evidence, and so on. Paper Topic and Description The paper will critically analyse the four conflict management styles/theoretical models (Randeree&Faramawy 2011) based on my knowledge of the conflict management behaviours of a manager I have had the chance to observe, and answer the following questions. 1. How does the manager undertake conflict management? 2. How effectively the SALAM model explains what the manager is doing and why he is doing it? 3. How effective is the manager in conflict management and how does the theory explain this? 4. What are the major strengths and weaknesses of the SALAM model? Data Analysis (going from Data to Theory to Analysis) Please provide real-life examples (data) of the manager’s conflict management styles. The data can include: o the manager’s behaviours, words and actions o actions and words of other employees working under his management o my reflections on the observations What are the interesting things in the data? o Repetitive behaviors o Something that strikes me as unusual or that I didn’t expect The data should show that the manager uses a mix of S.N.T, SALAM and Cooperative conflict-handling strategies. However, the data analysis should show that the manager’s conflict management style is primarily explained by the SALAM model. o According to the SALAM model, does the manager do this well? o What does this tell you about the strengths and weaknesses of the theory? ? In this manager’s case ? Extrapolate using critiques of the SALAM model? erly (Farmer and Roth, 1998). Gardiner and Simmons (1992) in discussing conflict in construction project management, define it as œany divergence of interests, objectives or priorities between individuals, groups, or organisations; or non-conformance to requirements of a task, activity or process. Aritzeta et al. (2005) underline three basic facets that can formulate conflict definition. The first facet is that conflict arises when parties involved in any argument perceive it as a conflict. Secondly, there is a degree of interdependence between the parties involved, which allows for mutual influence over one another. Finally, scarcity of resources, such as monetary, human, or prestige, are major reasons of conflict. A rule of thumb is that the earlier one discovers conflict developing, the easier it is to resolve. In a project management context, to establish a constructive conflict culture, project managers need to concede that conflict is inevitable. Thus, conflict management has a great impact on project success if precautionary steps are taken to ensure constructive outcomes to the conflict. Manifesting the bright side of conflict will encourage employees to face conflicts and resolve them in a managed way. This, in turn will raise communication, efficiency, increase commitment and nurture loyalty during the project (Farmer and Roth, 1998; Jameson, 1999; Thamhain and Wilemon, 1975). A further example in the context of project managed environments, from a study by Tjosvold and Su (2006) is that of team members who share a common goal, but have conflicting views about the process of achieving them. Such conflict, if seen positively and properly managed can be useful and constructive. The expression Conflict Management Strategy is used to demonstrate any action used by a disputant or third party to attempt to handle or resolve a conflict, which may include formal mechanisms for managing conflict such as negotiation, arbitration, or mediation (Jameson, 1999). According to Rahim (2002) such strategies can be considered as conflict resolution strategies. On the other hand, informal mechanisms are described by most scholars in the field of conflict management strategies and techniques as the five basic behavior or styles to deal with conflict, namely: Avoiding, Accommodating, Forcing, Collaborating, and Compromising. Commonly conflict style refers to particular behavioral practices that individuals prefer to utilize when faced with a situation of conflict. Studies indicate that, inherently the adopted style reflects how the individual’s concern is directed towards his needs or the needs of others on a scale of two: high and low (Brown, 1992; Farmer and Roth, 1998; Gross and Guerrero, 2000; Jameson, 1999; Jones and Melcher, 1982; Moberg, 2001; Rahim et al., 1999; Wall and Callister, 1995). Rahim (2002) provides a sophisticated interpretation to distinguish between ˜conflict resolution’ and ˜conflict management’. He argues that conflict resolution involves reduction, elimination, or termination of conflict. In other words, conflict resolution perceives conflict as a destructive phenomenon. On the other hand, conflict management implies designing effective strategies to reduce the destructive facet of conflict and enhance constructive roles of conflict to improve learning and effectiveness in organisations. Among the factors that determine the complexity of managing a conflict are the source, size, number of individuals or groups involved, and the type of conflict (Farmer and Roth, 1998; Jameson, 1999; Jones and Melcher, 1982). Furthermore, literature is available which covers issues of conflict between project team members (Porter and Lilly, 1996), project clients and contractors (Thamhain and Wilemon, 1975) and conflicts in managing stakeholders (Pinto, 2000). A general consensus from researchers indicates that what triggers conflict may be an internal or external change, cause or result of communication, emotions, values, organisation structure, workgroups diversity or personal experience (Desivilya and Yagil, 2005; Farmer and Roth, 1998; Fine et al., 1990; Jameson, 1999; Jones and Deckro, 1993; Jones and Melcher, 1982; Tjosvold and Su, 2006; Wall and Callister, 1995). These scholars and others, present classifications for conflict within projects as: Interpersonal, Intergroup, Inter-organisational, and International. Interpersonal conflict is typified as the conflict within the person and it takes the forms of role conflict between colleagues when their values, beliefs, or benefits contradict. Or it could arise when the person has multiple roles and the requirements of the roles cannot be met concurrently. Intergroup conflict arises when the interests or tasks of multiple groups oppose. Such conflict is widespread in construction project management as a result of scarcity of resources, cost overrun, scope change, administrative procedures, schedules, technical resources, and personnel (Thamhain and Wilemon, 1975). Inter-organisational conflict arises between organisations due to high market competition. In project management, inter-organisational conflict is currently common between contractors and clients as a result of various economic factors including, but not limited to, inflation and material price fluctuation, particularly in long term mega-projects. International conflict arises between nations and it is commonly visible within programme management and is caused by a multitude of factors. 3. The Islamic perspective on conflict management The Islamic approach to conflict management is derived from the major principles and values of Islam as a religion, such as justice (Randeree, 2008), equality, freedom, and affirmative critical and goal oriented thinking (Abdalla, 2001; Al-Buraey, 2001; Khadra, 1990; Yousef, 2000). Leadership has a vital impact on effective conflict management from an Islamic viewpoint. In the case of the project manager, the leadership role includes resolving conflict (Khadra, 1990; Randeree and Chaudhry, 2007). The nature of Islam as an adaptive method of thinking allows individuals K. Randeree, A.T.E. Faramawy / International Journal of Project Management 29 (2011) 26“32 27