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The article begins with a brief discussion of issues relating to the concepts of conflict and of system. The possible contributions of mediation to the transformation of destructive large‐scale conflict systems are analyzed. Then, the various mediator services that can help transform destructive large‐scale conflicts are analyzed. Subsequently, the variety of mediator roles is examined, as they function internally or externally in conflict systems. Finally, illustrative mediation cases are examined, considering unsuccessful mediation efforts. In conclusion, the implications of the analysis for system theory and for conflict analysis and resolution are noted. Copyright © 2012 John Wiley & Sons, Ltd.

"Conflict transformation does not occur smoothly or at the same pace for all parties in a struggle. One side may move more readily than the other. Some groups within each side may be hesitant and mistrustful, holding out for a better arrangement, while other groups may be eager to move toward mutual accommodation. Furthermore, conflict transformation is always multi-dimensional and occurs in different degrees among all the engaged groups. For all these reasons, transformations often advance and then fall back before advancing again. The shift away from destructive conflict toward constructive transformation may occur at different points in a conflict's course (Kriesberg 2008). It may appear at an early stage of escalation, before the conflict is waged with great destructive violence, and thus prevent further escalation. It may occur alter a crisis or violent episode, from which partisans draw back. Conflict transformation may arise after protracted extreme violence inflicting horrendous casualties. It may even begin after one side has been coercively defeated, but where the adversaries establish a new relationship that is acceptable enough to the opposing sides so that neither resorts again to severe violence in order to change the relationship. In addition to elaborating on the phenomenon of conflict transformation, this chapter considers how people relate to the phenomenon. They do so in two major ways: as observer / analysts and as engaged persons, whether as partisans or as intermediaries. The field of conflict transformation is generally perceived to include studying how destructive conflicts change and become relatively constructive and also how people conduct themselves so as to foster such changes (Kriesberg 2009a). Accordingly, teachers and researchers of conflict transformation and also mediators and partisans who are consciously trying to help transform conflicts are all workers in the field. The field may also be conceived even more broadly: as a set of ideas and practices that are discerned and sometimes implemented. Understood this way, some people may perform tasks that are part of this field without thinking of themselves as doing so. They may include farseeing diplomats, researchers of basic social conflict processes, public intellectuals promoting particular policies, members of social movement organizations opposing government policies, and at times traditional mediators and partisans. Conversely, self-identified conflict resolvers may draw from the experience of these persons and groups to enrich and broaden the field of constructive conflict transformation. There can be tensions between these two conceptions of the field, defined in terms of people who identify themselves as belonging to the field or defined in terms of the particular ideas and practices that are used. However, the two conceptions can complement each other, as discussed in this chapter. The first conception fosters reflection and integration of the ideas and practices of conflict transformation, placing them into a broader context. The second conception fosters the diffusion of the ideas and practices and their implementation in everyday practice. To limit the field to only one of these conceptions would unduly constrict it and constrain its potential growth and value. But to simply merge them can have unwanted consequences. The rest of this chapter is divided into four sections: the field's basic concepts, its achievements, its major issues and challenges, and ways to advance it. These matters are discussed as they apply to both conceptualizations." (excerpt)

"Conflict Analysis and Resolution as a Field" published on by Oxford University Press.