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This article appeared in Strategic Insights, v.10, Special issue (October 2011), 105-116. Topic: Global Trends and Future Warfare ; Part III: New Actors and Belligerents ; This paper will focus on peacekeeping operations as a form of intervention by the international community over the next 15 years. Like it or not, it may fall to the United Nations and the international community to keep the international system from descending into more generalized armed conflict. This presents an initial overview of recent of peacekeeping and peace operations, areas in which militaries from around the world play a crucial role. It will conclude with recommendations for US policy makers on how to better understand, cooperate, and enhance these tools, making the two worlds of international security less separate, arguing that they are mutually dependent for better managing the transition from warfare and conflict to stability and peace. ; Approved for public release; distribution is unlimited.

The ways team members choose to influence each other and the political processes that take place within the team have important implications for the team's effectiveness. We present an exploratory investigation of the ways both phenomena occur in global virtual teams. Based on interviews with team members and managers, combined with existing knowledge of these processes, we present a preliminary model that includes familiarity, team centrality and task focus as variables mediating the relationship between the multicultural and virtual aspects of the teams and the use of influence and politics. Our findings also suggest that the use of hard influence tactics and political actions is milder in global virtual teams in relation to collocated teams.

This article poses the question of how multinational forces can achieve a working level of cooperation and coordination despite their high cultural diversity? It first illustrates the range of cultural diversity in multinational forces. Then, relying on the literature on diversity in organizations and cross-cultural differences in value priorities, and on an analysis of the circumstances under which such forces operate, the possible implications of high diversity for their operations are discussed. On the basis of further theoretical analysis, as well as existing literature and documents, a number of possible integrating conditions and integrating mechanisms are described that enable the forces to function as integrated units. Finally, the article suggests a number of research questions derived from our theoretical analysis.

Ben-Ami, Shlomo: Internationalizing the solution. Multilateralism and international legitimacy. - S. 9-14. Al-Salhi, Bassam: American policy and the Middle East conflict. Bias to Israel impedes an even-handed american involvement in a peace settlement. - S. 15-19. Kurtzer, Daniel C.: The U.S. must get tough in promoting Arab-Israeli efforts. Conditions for the peace process are ripe, now it is up to the U.S. - S. 20-24. Al-Malki, Riad: Why has the international community failed to end the Palestinian-Israeli conflict? The international community must intervene more seriously to end the Israeli-Palestinian conflict. - S. 25-31. Elron, Efrat: Israel, UNIFIL II, the UN and the international community. UNIFIL II might be a model for a PSO in the Israel-Palestine arena. - S. 32-39. Abdul Karim, Qais (Abu Leila): Arab peace plans: initiatives that lack initiative. Arab peace efforts since the 1967 war to the present. - S. 40-48. Gärber, Andrä: The international community's policy options in the Middle East. A joint international initiative is the only comprehensive, sustainable solution. - S. 49-56. Kellen, David: All the king's horses: International intervention during the second Intifada. Internal Palestinians conflicts must first end, possibly with the help of a PSO. - S. 57-63

The construct of cultural intelligence, recently introduced to the management literature, has enormous potential in helping to explain effectiveness in cross cultural interactions. However, at present, no generally accepted definition or operationalization of this nascent construct exists. In this article, we develop a conceptualization of cultural intelligence that addresses a number of important limitations of previous definitions. We present a concise definition of cultural intelligence as a system of interacting abilities, describe how these elements interact to produce culturally intelligent behavior, and then identify measurement implications.