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The current study aims to identify the factors underlying differing preferences for conflict‐management patterns within work teams. Two major antecedents of dispute resolution modes were examined: the team members' emotional reactions to and their perceptions of the type of conflicts encountered in their work group. The sample consisted of 69 medical teams, comprising 331 employees (nurses and physicians) employed in several medical organizations. Self‐report structured questionnaires were used to assess the research variables. A series of regression analyses showed that cooperative (integrating and compromising) patterns of conflict management were associated with positive intragroup emotional states; contentious (dominating) patterns were associated with positive as well as negative emotions; and an avoidance pattern was associated with negative emotions only. Additionally, negative emotions were found to mediate the association of relationship conflict with a dominating pattern of conflict management. The findings point to the centrality of emotional states in determining conflict management preferences at the intragroup level.

What explains the complex processes of democratization and conflict management? Are new democracies more likely to use peaceful means or engage in militarized means when presented with opportunities to resolve their territorial disputes? In this paper, we hypothesize that democratizing states still engaged in territorial disputes are more likely to attempt conflict management following the transition to democracy to remove flashpoints that the military and other former autocratic regime elements can use to discredit democracy and prevent consolidation of democracy. Depending on the history of past conflict management attempts, newly democratic leaders either continue or break with the past policies of non-democratic leaders, indicating a degree of interdependence in the conflict management process. Using multinomial logistic regression on claim-year dyad data from the Issues Correlates of War project, we find that previous management attempts and democratization interact to make peaceful conflict management more likely when past leaders have been successful in peaceful conflict management, but not with failed peaceful attempts or militarized attempts. Our results indicate that previous arguments overstate the propensity for democratization to spark armed conflict, attempted conflict management is more often peaceful, and current attempts are highly influenced by the history of attempts pursued by past leaders.

'Politics of Force: Conflict Management and State Violence in Northern Ireland' by Fionnuala Ni Aolain is reviewed.

Given the susceptibility of cross‐cultural interaction to misunderstandings and disagreements, conflict management may be especially useful for helping employees develop quality leader relationships with their foreign managers. One hundred and eleven Chinese employees from various industries in Shanghai were interviewed on specific incidents where they had a conflict, defined as incompatible actions, with their Japanese manager or American manager. A qualitative analysis of the incidents and statistical tests of the data supported the hypotheses that a cooperative approach to conflict, rather than competitive or avoidance approaches, help Chinese employees and their foreign managers strengthen their relationship and improve their productivity. Cooperative conflict management may be an important way to overcome obstacles and develop an effective leader relationship across cultural boundaries.

People's conciliation is a grass‐roots effort for conflict management in China. It settles civil disputes without characterizing them as conflicts between blameworthy adversaries. It does not take legal effect. But with support from the people's court and government, it is generally honored as an institution to maintain and promote mutual confidence and reciprocal relations among rural villagers, urban residents, and work unit employees. This paper attempts to provide a comprehensive description and analysis of people's conciliation. The origin, development, and organization are approached in relation to conciliation in Chinese history as well as other forms of intervention such as self‐conducted, lawyer‐assisted, administrative, and judicial conciliation. Case variety, principle, prohibition, strategy, procedure, and conciliator training are examined Illustrative cases are provided. Ideological and institutional aspects are analyzed in light of Maoism, political economy, culture and community, and public attitude in China.

The OSCE has been involved in attempts to resolve the Transdniestrian conflict since 1992, even before the conference became a formal organization. As is the case with other conflicts, the OSCE has often been criticized in Moldova for failure to resolve the conflict. Such criticism, however, often glosses over the positive impact OSCE missions have had on mediation processes, the Moldova-Transdniestria conflict in particular.

Inter‐party conflict management is a typical coalitional problem in parliamentary governments. To study how and why conflicts in coalitions emerge and how parties cope with them can enhance our knowledge of coalition governance. Here, I propose a framework for comparative studies on the topic. The framework is based on the conception of coalition politics as politics of exchange. It looks at inter‐party interactions, but also accounts for the impact of intra‐party politics. Moreover, I provide a classification of inter‐party conflicts in coalitions and point out when they are more likely. The process of conflict management is operationalized with two proxies—actors, and arenas—and a taxonomy of conflict terminations is presented. The viability of the framework is tested both by mapping coalition governments according to their modes of managing internal conflicts and, after deriving research hypotheses, through empirical inquiries of conflict management in diverse coalitions.Related ArticlesNwokora,Zim, andRiccardoPelizzo.2015. "."Politics & Policy43():453‐473.http://onlinelibrary.wiley.com/doi/10.1111/polp.12124/abstractPasquino,Gianfranco.2014. "."Politics & Policy42():548‐566.http://onlinelibrary.wiley.com/doi/10.1111/polp.12079/abstractForestiere,Carolyn.2009. "."Politics & Policy37():509‐528.http://onlinelibrary.wiley.com/doi/10.1111/j.1747-1346.2009.00183.x/abstractRelated Media.2013. "In it Together: The Inside Story of the Coalition Government." YouTube.https://www.youtube.com/watch?v=tVyLfyhH-hgHamblin,James.2011. "Math for Liberal Studies: Banzhaf Power Index." YouTube.https://www.youtube.com/watch?v=3_C8TK-e274

This article aims to study the guideline to application of the Buddhist ethics principles of conflict management in modern Government under the policy of reforming the country for security rich and sustainable. The author uses the literature review methodology related to Thailand policy 4.0 in the reform of bureaucracy together with Buddhist principles based on Buddhist ethics which integration with the principles of Buddhist conflict management to find ways to promote reconciliation in modern government to be consistent with national reform and the creation of national governance. The benefits of this study is approach or method of managing conflict in the modern government in Thailand 4.0 era, based on Buddhist principles to help the minds of government officials, administrators can work together peacefully. Help each other and collaborate to develop the country to flourish further.