This book explores current relational models of psychopathology that undergird a great many conflicts and destructive outcomes in family and intimate relationships. These models have similar features and can be considered as a group. They are all: (1) generational; (2) relational; and (3) fundamentally reactive processes stemming from existing psychopathology.

This book explores current relational models of psychopathology that undergird a great many conflicts and destructive outcomes in family and intimate relationships. These models have similar features and can be considered as a group. They are all: (1) generational; (2) relational; and (3) fundamentally reactive processes stemming from existing psychopathology.

While the family remains a core social institution in every society, it is, nonetheless, an institution which continues to evolve. In many societies, divorce, separation, and remarriage have become a normative part of marriage and family life. These changes have, understandably, led to a great diversification of the behaviors, attitudes, and norms concerning marriage and family. In order to better comprehend these issues, this multidisciplinary volume of CPFR addresses topics including: marital instability, cohabitation and remarriage, step-parenting, divorce in later life, impact of divorce and separation on children, employment and the risk of divorce, marital dissolution and health, the role of extended kin in the process of divorce, the quality of relationships with former spouses, race/ethnicity and remarriage, economic factors and divorce/remarriage, and extra-marital affairs, among others.

This book addresses the relationship between individual personality, relationships built in the workplace, and organizational culture. It explores the attempts individuals make to change the culture of their organizations to fit their own personality preferences and the efforts companies can make to facilitate psychologically healthy relationships in the workplace. The relationship between individual personality, relationship dynamics in the workplace, social network, conversation management and organizational culture is analized with the proposition that there are theoretical and empirical reasons to believe that individuals attempt to and sometimes manage to shape the culture of their organizations to fit their personal preferences. Organizational change often fails because of lack of understanding about the strong role culture plays in organizations. That's one of the reasons that many strategic planners now place as much emphasis on identifying strategic values as they do on mission and vision.