Peacemaking Strategies in Northern Ireland: Building Complementarity in Conflict Management Theory

Peacemaking Strategies in Northern Ireland: Building Complementarity in Conflict Management Theory

by David Bloomfield

Hardcover

$59.95

Product Details

ISBN-13: 9780312163464
Publisher: Palgrave Macmillan
Publication date: 01/28/1997
Pages: 256

Table of Contents

List of Tables and Figures
xi(2)
Acknowledgements xiii(2)
List of Abbreviations and Acronyms xv
Introduction 1(1)
Northern Ireland in Academic Study 2(3)
The Wider Context 5(3)
1. The Northern Ireland Conflict: Issues and Interpretations
8(16)
1. Issues
9(4)
2. Interpretations
13(9)
Conclusion and Summary
22(2)
2. Conflict Management Practice: The Structural Approach
24(26)
1. The Structural Approach
24(2)
2. British Initiatives, 1969-85
26(12)
3. The Anglo-Irish Process since 1983
38(10)
Conclusion and Summary
48(2)
3. Conflict Management Practice: The Cultural Approach
50(17)
1. The Cultural Approach
50(1)
2. The Northern Ireland Community Relations Commission
51(7)
3. Informal Initiatives
58(8)
Conclusion and Summary
66(1)
4. Complementarity in Conflict Management Theory: Resolution and Settlement Approaches
67(29)
1. Resolution and Settlement
68(3)
2. Two Examples: Azar and Bercovitch
71(5)
3. The Dichotomy in the Literature
76(3)
4. Towards Complementarity
79(5)
5. Relating Theory and Practice
84(5)
6. Criteria for the Model
89(5)
Conclusion and Summary
94(2)
5. The Brooke Initiative: An Examination of the Structural Approach to Conflict Management
96(37)
1. A Documentary Narrative
98(17)
2. Brooke as Intervenor
115(12)
Conclusion and Summary
127(6)
6. The Community Relations Council: An Examination of the Cultural Approach to Conflict Management
133(36)
1. Background
133(5)
2. Establishment
138(6)
3. In Operation, 1990-3
144(21)
Conclusion and Summary
165(4)
7. Complementarity in Practice: Northern Ireland
169(27)
1. The Potential for Complementarity
170(8)
2. The British Government and Complementarity
178(2)
3. The Community Relations Council and Complementarity
180(10)
Conclusion and Summary
190(6)
8. A Model of Complementarity in Conflict Management
196(21)
1. Complexity in Conflict: Implications for Model-building
198(5)
2. A Model of Complementarity in Conflict Management
203(12)
Conclusion and Summary
215(2)
9. Concluding Remarks
217(7)
1. Complementarity
217(4)
2. Northern Ireland
221(3)
Appendix: Biographical Details of Interviewees 224(3)
Notes 227(3)
Bibliography 230(6)
Index 236

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