Cultural Impact on Conflict Management in Higher Education shares information regarding conflict management and resolution in higher education from a global perspective. In this book, we introduced many conflict resolution methods from different regions in the world. You can borrow some successful strategies and examine the differences and similarities between contexts. The book shares a conflict resolution model which may direct the reader to start thinking about addressing and managing conflicts from different levels of organizations. This book is a collective work of authors coming from all over the world. We chose higher education as the context because it is a place where diverse thoughts, perspectives, and people come together. Because of the potential richness of diversity on a college campus, the opportunity for conflicts occurs. Managing conflict does not work when there is a "one-way only approach/model" for addressing conflict. Some conflict resolution encompasses multiple dimensions: (a) one's personal beliefs or beliefs about an issue; (b) an individual's personal history in terms of how the conflict was perceived as something to be discussed or not; (c) work culture of the conflict where if `one has a conflict,' the person or unit is messing up or there is a problem person; (d) the unconscious strategies of `face saving' (trying to maintain one's image) present; (e) social hierarchies or relationships; and (f) the diversity dimensions and issues that may be present.

Teacher attrition and burnout have been researched in school districts all over the country for several decades. Characterised by physical and psychological exhaustion, cynicism (as an interpersonal and emotional indication of built-up aggression), and a sense of helplessness and low self-efficacy, burnout can lead to anxiety, depression, diminished job performance, absenteeism, and attrition. Drawn to the Flame investigates incidences of burnout and burnout avoidance among educators in both K-12 and higher education spheres during the COVID-19 pandemic – a period that saw an intensification and increased frequency of polarizing sociocultural and socio-political conditions, resulting in psychosocial and emotional strain among those invested in education. Through narrative inquiry, the chapters present the stories of teachers in a variety of settings (e.g. urban, suburban, rural) and sociological conditions (economic, racial, sex/gender), who experienced first-hand the impact of the pandemic and the chaotic transition to remote learning, the impact of the U.S. Immigration and Customs Enforcement (ICE) and racial strife, on students and curricular planning processes.

Cultural Impact on Conflict Management in Higher Education shares information regarding conflict management and resolution in higher education from a global perspective. In this book, we introduced many conflict resolution methods from different regions in the world. You can borrow some successful strategies and examine the differences and similarities between contexts. The book shares a conflict resolution model which may direct the reader to start thinking about addressing and managing conflicts from different levels of organizations. This book is a collective work of authors coming from all over the world. We chose higher education as the context because it is a place where diverse thoughts, perspectives, and people come together. Because of the potential richness of diversity on a college campus, the opportunity for conflicts occurs. Managing conflict does not work when there is a "one-way only approach/model" for addressing conflict. Some conflict resolution encompasses multiple dimensions: (a) one's personal beliefs or beliefs about an issue; (b) an individual's personal history in terms of how the conflict was perceived as something to be discussed or not; (c) work culture of the conflict where if `one has a conflict,' the person or unit is messing up or there is a problem person; (d) the unconscious strategies of `face saving' (trying to maintain one's image) present; (e) social hierarchies or relationships; and (f) the diversity dimensions and issues that may be present.