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Third party consultation is a small group, problem-solving method for the study and resolution of social conflict. A statement of the major components of the method is followed by a review of studies involving intergroup conflict resolution in organizational, community and international settings. A number of theoretical issues are identified. Although the wide variety of practical applications are promising, the underlying theory is assessed to be rudimentary, and the supporting research lacks rigor and sophistication. Recommendations for future studies are coupled with a caution against prematurely assuming that the efficacy of the method has been adequately demonstrated. The scientist/-practitioner union is essential to developing an effective social technology of intergroup conflict resolution.

A comparative review & an explication of the general characteristics of third party consultation are presented. Several samples of the method of third party consultation in conflict resolution are briefly given & a descriptive model is developed which might serve as a conceptual base for further theoretical, practical-empi rical, & exp'al work. In the interpersonal sphere, the method may be used in business org's & marital counseling; in the intergroup sphere, it has been used in industry for solving labor-manag conflicts, in communities, & in cross-nat'l intergroup COMM. In the internat'l sphere, HR & sensitivity training workshops in various areas are mentioned. Some examples of related intervention methods in a variety of studies are also noted, eg, labor mediation, use of pol'al intermediarie s, & the "Analysis of Options technique" applied to community conflict. Third party consultation is directed toward certain long-term objectives, which it is hoped will exist beyond the initial process of confrontation. Its ultimate goal is conflict resolution, but it also aims to improve the relationship between the parties & the att's of the parties toward each other. Third party functions & tactics include inducing & maintaining mutual positive motivation, improving COMM, & regulating the interaction. The approach is found promising, though limitations need to be assessed & its full potential must yet be developed. Some directions for future res are pointed out. 1 Figure. M. Maxfield.

Intro -- Herbert C. Kelman: An Interdisciplinary Pioneer and Peace Advocate -- References -- Acknowledgments -- Contents -- Herbert C. Kelman -- 1 Personal Reflections on My Work in Conflict Analysis and Resolution -- 1.1 Early Experiences -- 1.2 Becoming a Social Psychologist -- 1.3 The 1950s and the 1960s -- 1.4 Unofficial Diplomacy and Interactive Problem Solving -- 1.5 The Middle East Connection -- 1.6 John Burton's Influence: Change and Continuity -- 1.7 Contextual Social Psychology and the Point-of-Entry Problem -- 1.8 Social Influence and Attitude Change -- 1.8.1 Processes of Social Influence -- 1.8.2 The Role of Action in Attitude Change -- 1.8.3 Legitimate Authority -- 1.9 Psychotherapy and Group Process -- 1.9.1 Third-Party Role -- 1.9.2 Corrective Emotional Experiences -- 1.9.3 Two Phases of Behavior Change -- 1.10 International Educational and Cultural Exchange -- 1.11 Nationalism and National Identity -- 1.12 Ethical Issues in Social Research and Social Action -- 1.12.1 Arab-Jewish Relations -- 1.12.2 The Microprocess of Social Change -- 1.12.3 Action Research -- 1.13 Conclusion -- 2 Herbert C. Kelman's Selected Bibliography -- Texts by Herbert C. Kelman on Social Psychology of Conflict Analysis and Resolution -- 3 Social-Psychological Dimensions of International Conflict (2007) -- 3.1 The Nature of International Conflict -- 3.1.1 Conflict as a Process Driven by Collective Needs and Fears -- 3.1.2 Conflict as an Intersocietal Process -- 3.1.3 Conflict as a Multifaceted Process of Mutual Influence -- 3.1.4 Conflict as an Interactive Process with an Escalatory, Self-perpetuating Dynamic -- 3.2 Social-Psychological Processes Promoting Conflict -- 3.2.1 Normative Processes -- 3.2.1.1 Formation of Collective Moods -- 3.2.1.2 Mobilization of Group Loyalties -- 3.2.1.3 Decision-Making Processes.

Participants from various ethnic groups were included in a study of the effects of collective self-esteem (CSE) on construal of racism. It was hypothesized that low CSE participants are more likely than high CSE participants to construe ambiguous behavior targeted at their group members as racist. Personal self-esteem was hypothesized to not predict construal of racism. It was further hypothesized that low CSE participants are more likely than high CSE participants to attribute higher degrees of racism to the same incident when the victim is an in-group member. Participants interpreted scenarios in which an 'Active Agent' was reported to exhibit ambiguous behavior to the disadvantage of a 'Passive Agent.' Group membership of passive agents were manipulated to create in-group (same as the subject) and out-group (different group) conditions. Results supported the original hypotheses.

This study examined the relationships among ethnocentrism, group cohesion, and constituent pressure in either competitive or collaborative directions within the context of a complex simulation of intergroup conflict. The simulation elicited both a value and an economic conflict over scarce resources and their development in which pairs of groups negotiated through representatives to reach a settlement. The results from 32 four‐person groups of college males were based on self‐report questionnaires and behavioral codings from videotapes of the simulation sessions. With the questionnaire data, ethnocentrism, group cohesion, and constituent pressure were significantly related at three different measurement points and when averaged over the entire simulation. Behavioral ratings of ethnocentrism were positively correlated with behavioral measures of constituent pressure to compete and negatively with pressure to collaborate. These results provide empirical support for the effects of cohesion and ethnocentrism on conflict management behavior in line with realistic group conflict theory.

Examined in a simulation of intergroup conflict are the relationships among ethnocentrism, group cohesion, & constituent pressure in both competitive & collaborative contexts. Designed to provide for the continuous examination of ingroup development, the emergence & escalation of intergroup conflict, & the resolution of conflict through negotiation, the Intergroup Conflict Simulation (ICS) is employed in tandem with realistic group conflict theory to analyze the dynamics of intergroup conflict. Self-report & behavioral data are drawn from 16 runs of the ICS involving 32 groups & 128 male undergraduate students. Findings show that ethnocentrism, group cohesion, & constituent pressure are significantly related at 3 different measurement points & when averaged over all simulation runs. These results both point to the effect of cohesion & ethnocentrism on conflict management behavior & are in accord with the tenets of realistic group conflict theory. 3 Tables, 30 References. Adapted from the source document.

This article provides a conceptual rationale for the potential complementarity of international mediation and third party consultation or problem-solving within the context of a contingency model. Social conflict is viewed as a dynamic process involving a mix of objective and subjective factors which changes over time, thus creating opportunities for different third party interventions. In the model, the various methods of intervention (conciliation, pure mediation, consultation, power mediation, arbitration and peacekeeping) are matched to one of four stages of conflict escalation where they are deemed to have the most influence on de-escalation. In addition, third party interventions are sequenced within the model to show how combining different methods might work toward the eventual resolution of the conflict. Within this context, mediation and consultation are seen as having two main points of complementarity. In the first instance, consultation which improves the relationship between the parties can serve a useful prenegotiation function. The second point occurs at a higher stage of escalation wherein power mediation, which is deemed useful to control hostility and gain settlement on some substantive issues, is followed by consultation to analyse and de-escalate the conflict to a less intense level. The potential of the contingency model is illustrated through reference to the Cyprus conflict and the numerous third party interventions that have attempted to address it. The analysis indicates that the model helps provide some possible reasons for the success and failure of different interventions over a thirty-five year period. The article concludes that the matching and sequencing of different third party interventions may be necessary for positive influence, especially in highly escalated and protracted conflict.

Provided is a conceptual rationale for the potential complementarity of international mediation & third-party consultation within the context of a contingency model. Social conflict is viewed as a dynamic process involving a mix of objective & subjective factors that changes over time, thus creating opportunities for different third-party interventions (TPIs). In the model, the various methods of intervention (eg, conciliation, pure mediation, consultation) are matched to one of four stages of conflict escalation where they are deemed to have the most influence on deescalation. TPIs are sequenced within the model to show how combining different methods might work toward the eventual resolution of the conflict. Within this context, mediation & consultation are seen as having two main points of complementarity: consultation that improves the relationship between the parties can serve a useful prenegotiation function; &, at a higher stage of escalation wherein power mediation, which is deemed useful to control hostility & gain settlement on some substantive issues, is followed by consultation to analyze & deescalate the conflict. The potential of the contingency model is illustrated through reference to the Cyprus conflict. Reasons for the success & failure of different TPIs attempted over a thirty-five year period are identified. It is concluded that the matching & sequencing of different TPIs may be necessary for positive influence, especially in highly escalated & protracted conflict. 2 Tables. Adapted from the source document.