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The nexus between peacebuilding and development is widely acknowledged, and yet the two fields continue to operate differently in diagnosing destructive intergroup conflicts, as demonstrated by conflict analysis methods versus conflict assessment frameworks. This article juxtaposes conflict analysis, as illustrated by a problem- solving workshop on the Cyprus conflict, with a specialised conflict assessment workshop on an intergroup conflict in India. A comparative analysis based on participant observation in each workshop revealed basic similarities, but these were outweighed by important differences primarily related to differing assumptions about conflict causation (relationships versus structures). The implications for greater cross-fertilisation and the improvement of practice in both fields are identified. Adapted from the source document.

This study examined the impact of perceived threat and cohesion on the ability of groups to solve problems in a situation of social conflict. The self‐reports and behaviors of 31 groups of college males were studied within a comprehensive, strategic simulation of intergroup conflict. The simulation was based on both a value conflict and an economic competition over scarce resources. A coding scheme for group problem solving was created based in part on Janis' seven symptoms of groupthink. Change scores were calculated over different points in time to assess the relationships among perceived threat, group cohesion, and dysfunctional group problem solving. Large increases in perceived threat were significantly related to decrements in problem‐solving effectiveness regardless of whether cohesion was stable or increased. Groups who reported high and increasing levels of cohesion experienced a decrement in problem solving regardless of the increase in perceived threat, while groups who showed small changes in cohesion demonstrated decreased problem solving under high perceived threat. The results were consistent with Janis' model of groupthink, and Fisher's eclectic model of intergroup conflict.

Examines the impact of perceived threat & cohesion on the ability of groups to solve problems in the context of social conflict, drawing on data compiled through 16 intergroup conflict simulations, each consisting of five 2-hour sessions, in which two groups of 3-6 members (total N = 128 male college students) met separately & through representatives. Analysis of intra- & intergroup measures indicated that large increases in perceived threat resulted in a decrease in problem-solving effectiveness, regardless of whether cohesion was stable or increased. Groups with high & increasing levels of cohesion experienced a decrease in problem solving regardless of the increase in perceived threat. Groups with little change in cohesion demonstrated decreased problem solving under high perceived threat. The results support a number of propositions of I. K. Janis's (1972) groupthink & R. J. Fischer's (1990) ecletic models. 7 Tables, 38 References. Adapted from the source document.

A co-educational living-learning center for the arts was studied through participant observation and quantitative assessment. Residents who had selfselected into the center exhibited higher aesthetic interests and greater satisfaction than members who were assigned by their location
preferences. Members who perceived the membership group as a positive reference group exhibited higher aesthetic interests, lower religious interests, greater satisfaction, and less traditional academic behavior than members who saw it as a negative reference group. The results document the
importance of full self-selection into a membership group and demonstrate the relationships between reference group identification, basic interests in personality, and social behavior.

Third party interventions designed to de-escalate intergroup conflict can be differentiated by their underlying assumptions regarding conflict. Process-oriented approaches such as third-party consultation try to de-escalate conflict by taking a subjective emphasis and focusing on the basic relationship between parties, their attitudes, and their perceptions. Traditional third-party interventions, particularly mediation, try to de-escalate conflict by focusing more on the substantive issues in dispute. This study examines how mediation and consultation operate differently within an intergroup conflict simulation. The Intergroup Conflict Simlatllion (Grant, Fisher, Hall, & Keashly, 1990) creates a moderately intense resource and value conflict which involves two equal power groups negotiating for points in a dispute over land divisions. A consultation or a mediation intervention was introduced midway through intergroup negotiations. The results showed that the two interventions did not have a differential impact on settlement of land divisions. Consultation and mediation groups achieved similar point outcomes and were equally committed to and satisfied with the settlement. In contrast, the consultation intervention changed the relationship between the groups. In particular, the groups expressed more positive attitudes and perceptions about the other group and perceived the intergroup relationship as more positive and collaborative after intervention. The implications of these results for third party intervention in intergroup conflict are discussed.

Research indicating a need for increased coordination of mental health services in a small Canadian city impelled the design of a 6-month, service coordination pilot project. The project aimed to improve service effectiveness and increase service provider and client satisfaction. Client-chosen service coordinators attempted to increase the amount ofinformation sharing and joint treatment planning among service providers for individual clients. Because few projects of this kind have been adequately evaluated, comprehensive process and outcome evaluations were incorporated in the design. Following a 1-month baseline data collection period, clients were randomly assigned to coordination or control groups. Project implementation and out come were monitored using daily service coordinator reports and pre-post data from clients, service coordinators, and service providers. Results indicated that the project was neither implemented as intended, nor did it meet its objectives. Discussion focuses on the effectiveness of the present evaluation design and future implementations of such ventures.