The Byzantine official Procopius wrote three historical works in Greek. In the first two, he dealt with wars and public works projects, but the third was something of a departure from this kind of history.
Referred to as Anekdota, from the Greek a meaning not, and ekdidonai meaning to publish, it contained bitter attacks on the emperor Justinian, his wife, and other notables of contemporary Constantinople.
“Just do it.” Take action now; don’t overthink or hesitate (famously used by Nike).
Many German literary texts have a didactic element, aiming to educate readers about the dangers of unchecked conflict and the value of peace. They often present conflict as a process that can be understood, analyzed, and, ultimately, transformed. This aligns with the German peacebuilding approach, which emphasizes interest reconciliation, addressing structural causes, and creating conditions for sustainable, peaceful development.
The Intern (2015). Ben (Robert De Niro), a senior intern, and Jules (Anne Hathaway), a young CEO, develop a close mentor-mentee relationship. Feedback is delivered with empathy and care, and both characters grow personally and professionally through their interactions. The film highlights how feedback is tailored to the individual and is meant to support both performance and personal well-being.
“He who hesitates is lost.” Delaying action can lead to missed opportunities or failure.
“Let’s get to the bottom of this.” Suggests investigating thoroughly—gathering facts and testimonies—to resolve the conflict.
The Louisiana Purchase (1803). President Thomas Jefferson authorized the purchase of the Louisiana Territory from France in a remarkably short period, despite constitutional uncertainties and lack of time for full deliberation. The decision to act quickly doubled the size of the United States and is celebrated as a bold, pragmatic move-valuing speed and opportunity over perfect legal clarity.
Public Inquiries and Congressional Hearings. Example: Watergate Hearings (1973–1974). Congressional hearings into the Watergate scandal involved the systematic collection of documents, tapes, and extensive witness testimony. Lawmakers acted as judges, weighing both types of evidence to determine wrongdoing and recommend action.
“Let’s clear the air.” Suggests addressing conflict or misunderstanding openly, often in a group or face-to-face setting.
American managers’ approaches to conflict resolution reflect historical legal precedents by emphasizing structured, evidence-based processes rooted in the country’s adversarial legal tradition. This tradition prioritizes the careful weighing of both objective facts and subjective testimony, mirroring the way courts operate in the United States.
Adversarial Process and the Role of the Judge. The American legal system is built on an adversarial model, where opposing sides present evidence and testimony before a neutral judge or jury, who then makes a binding decision. American managers, drawing from this model, often see themselves more as judges than mediators: they listen to all parties, consider documentation and witness statements, and then render a decision.
Integration of Objective and Subjective Evidence. Just as courts balance physical evidence with personal testimony, managers in American businesses are trained to gather both factual data (e.g., records, emails, policies) and subjective input (e.g., employee perspectives, witness accounts) before resolving disputes. This dual approach ensures that decisions are both fair and defensible.
Inluence of Alternative Dispute Resolution (ADR). Legal precedents such as the Federal Mediation and Conciliation Service (established by the Taft-Hartley Act of 1947) and the rise of arbitration and mediation in the late 20th century have influenced corporate practices. Many American companies now utilize mediation, arbitration, and other ADR mechanisms, reflecting the legal system’s endorsement of structured, evidence-based conflict resolution outside of court.
Emphasis on Documentation and Process. Legal history in the U.S. underscores the importance of process, documentation, and transparency. Managers are expected to document conflicts, follow established procedures, and provide clear rationales for their decisions—practices modeled after legal standards and reinforced by court rulings on due process and fairness.
Precedent and Consistency. Just as legal precedent guides future court decisions, American managers often look to company policy, past cases, and industry standards to ensure consistency and fairness in conflict resolution.