conflict

During annual trade talks, the United States and China made some progress, but did not exactly resolve the textile export conflict that has been going on between the two countries.

In the catechism of capitalism, shares represent the part-ownership of an economic enterprise, usually a firm. The value of shares is determined by the replacement value of the assets of the firm, including intangibles such as goodwill. The price of the share is determined by transactions among arm's length buyers and sellers in an efficient and liquid market. The price reflects expectations regarding the future value of the firm and the stock's future stream of income - i.e., dividends.

Yesterday, the U.S. and European Union agreed to talks on eliminating billions of dollars in aircraft subsidies, avoided legal conflict over Boeing and Airbus.

The effects of conflict in the workplace are widespread and costly. Its prevalence, as indicated by three serious studies, shows that 24-60% of management time and energy is spent dealing with anger. This leads to decreased productivity, increased stress among employees, hampered performance, high turnover rate, absenteeism and at its worst, violence and death.

Unresolved conflict is like bloodletting: immediate pain, a big mess, then, a slow draining while no one does anything - or worse yet, they sit around and silently watch it happen. The results can be fatal. Slow seeping losses cannot be ignored. On the job or in the family, they can also be deadly. We have to wake up and stop the bleeding.

Disgruntled investors are going after Wall Street once again, this time accusing one of investment bank Morgan-Stanley's high-tech mutual funds of making biased stock picks. Recent lawsuits allege the Morgan Stanley Technology fund was influenced to buy and hold stocks of companies that delivered huge investment banking fees - or could potentially bring big business - to the investment bank.