China 
Africa 
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Building conservation as a catalyst for regional sustainable development. Halland model as planning and acting sphere
Published in Koen Van Balen, Aziliz Vandesande, Innovative Built Heritage Models, 2018
Successful and productive outcomes of the collaborative process may represent tangible outputs and practical evidence for the stakeholders and it keeps up the progress and the momentum that leads to sustainable and durable cooperation. Win-win outcomes allows all the stakeholders to gain from their decision-making and encouraging them towards continuing working together towards finding solutions to their barriers that result in brining satisfaction for partners. The win-win atmosphere maintains the relationship among different partners and encouraging them to focus on interests not positions, rights, or stereotypes. This approach equips different partners and helps them to generate a variety of options and solutions based on an objective and interest-based standards which offer gains to the stakeholders.
The Logical Thinking Processes
Published in Bob Sproull, The Secret to Maximizing Profitability, 2019
“In attempting to resolve conflicts, it is important to recognize that there are three types of resolutions that can be achieved; win-win; win-lose; or compromise. Of the three possibilities, we should always attempt to achieve a win-win solution, but sometimes it isn’t practical. In a win-lose situation, one side typically gets just about everything it wanted while the other side gets very little. This type of solution serves to create antagonistic or hostile attitudes and your chances of success are diminished because the losing side might attempt to sabotage your solution. Not openly, mind you, but rather covertly or secretly,” Bob explained.
Negotiating Conditions for Project Success
Published in Paul C. Tinnirello, Project Management, 2017
Although it may seem like a naive theory, there is an accumulation of evidence that Theory-W works. In fact, Theory-W is coming to be seen as fundamental to project success. The reason lies in the character of a win-win negotiation. The objective in win-win negotiating is for all parties to recognize each other’s specific needs and to craft a resolution that allows all participants to share in getting their needs met. This is very different from traditional styles of negotiation, which are too often win-lose.
Colorado River Basin: conflict management under hydrologic stress and institutional gridlock
Published in International Journal of River Basin Management, 2023
In the GWP Toolbox, conflict management is explained as including techniques ranging from litigation to alternative dispute resolution. The tool provided includes two frameworks for analyzing a conflict and conflict management approaches. Of the two frameworks, the one most applicable to the Colorado River is the Circle of conflict, and specifically what is called ‘structural conflict,’ caused by unequal distributions of power and resources. Of the conflict management approaches mentioned, the ones most applicable are competing, where power and dominance create win-lose scenarios when diplomacy fails, and collaborating, which is the only win-win approach explained and where parties negotiate for a common purpose and fair solutions. These are quite general, of course, and not easy to apply successfully in complex arenas like the Colorado River basin.
Supplier integration and firm performance: the moderating effects of internal integration and trust
Published in Production Planning & Control, 2018
Min Zhang, Fiona Lettice, Hing Kai Chan, Hieu Thanh Nguyen
Information integration enables a firm to acquire knowledge about new materials, machines and technologies from suppliers (Hult, Ketchen, and Slater 2004). Trust between production and purchasing employees can reduce communication barriers between the two departments (Mayer, Davis, and Schoorman 1995). It can facilitate employees to solve problems or disagreements through win-win negotiations, leading to a working environment with reciprocity and solidarity (Adler and Kwon 2002). Trust thus enables purchasing and production staff to work in teams to assimilate and apply the acquired knowledge to improve operations and explore new opportunities, enhancing the value of information integration with suppliers (Yeung et al. 2009). Therefore, we propose the following hypothesis.H7a: Internal trust enhances the effect of information integration with suppliers on firm performance.
Important academic interventions for promoting resilience: The perception of construction management undergraduates
Published in Construction Management and Economics, 2021
Mahmoud Ershadi, Peter Davis, Mohammad Tanvi Newaz
Work-related disputes among project team members are unavoidable (Halegua 2008), implying a need for high tolerance and patience as well as knowledge of conflict resolution techniques in resilient CM graduates (Turner et al.2017b). They also should be able to effectively interact with the representatives of third parties ranging from subcontractors to regulatory bodies. They require interpersonal skills to be capable of negotiating different matters with such representatives and reaching a win-win solution to the best interests of both sides (Wang et al.2019). The strategies that are introduced in the literature for shaping such characteristics in an academic environment are elaborated in the next section.