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Achieving peace & building the institutions that will make it last require much time & effort on the part of adversaries. While making this effort, the likelihood of peace is uncertain, & preparations for conflict are ongoing. Using a model that takes such considerations into account, adversaries divide their resources between "guns," "butter," & investments in conflict management. Even when all adversaries undertake sizable investments in conflict management, peace is uncertain. Results show that larger initial wealth increases the likelihood of peace, whereas the number of adversaries can have widely different effects. A larger number of adversaries in cases of international conflict tends to increase the likelihood of peace but has the opposite effect in cases of domestic conflict. 2 Figures, 14 References. [Copyright 2002 Sage Publications, Inc.]

Achieving peace and building the institutions that will make it last require much time and effort on the part of adversaries. While making this effort, the likelihood of peace is uncertain, and preparations for conflict are ongoing. Using a model that takes such considerations into account, adversaries divide their resources between "guns,""butter," and investments in conflict management. Even when all adversaries undertake sizable investments in conflict management, peace is uncertain. Results show that larger initial wealth increases the likelihood of peace, whereas the number of adversaries can have widely different effects. A larger number of adversaries in cases of international conflict tends to increase the likelihood of peace but has the opposite effect in cases of domestic conflict.

"August 1998." ; Shipping list no.: 98-0003-P. ; Includes bibliographical references (p. A-1 - A-17). ; Mode of access: Internet.

IN EXAMINING CONSTRUCTIVE RESPONSES TO THE PROBLEMS CAUSED BY VIOLENT ETHNIC CONFLICT A DISTINCTION IS OFTEN MADE BETWEEN THE 'MANAGEMENT' AND 'RESOLUTION' APPROACHES. INDEED, THEY ARE OFTEN DEFINED SO AS TO MAKE THEM INCOMPATIBLE WITH EACH OTHER. THE BASIC ASSUMPTIONS UPON WHICH THE DIFFERENCES BETWEEN THESE TWO APPROACHES ARE BASED ARE ANALYSED, AND THE WEAKNESSES OF EACH ARE EXPLORED. FINALLY, THE ASSUMPTION OF BASIC INCOMPATIBILITY IS QUESTIONED, BECAUSE IT IS GENERALLY UNHELPFUL IN PROMOTING CONFLICT RESOLUTION; AND AN ATTEMPT IS MADE TO SHOW HOW THE TWO APPROACHES CAN BE COMBINED BY INTRODUCING THE CONCEPT OF PEACE-KEEPING (MANAGEMENT) AND PEACE-MAKING AND PEACE-BUILDING (RESOLUTION).

Drawing on over 600 references to probe sources of conflict and to prescribe means of reducing tension in organizational, institutional and community settings, this handbook cuts across theoretical perspectives, strategic models and situational contexts