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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.

Abstract I offer a critique of deterrence and suggest how it could be used more effectively when combined in sophisticated ways with reassurance and diplomacy. When used in appropriate combinations and with appropriate framing based on the specific circumstances at hand, these conflict management strategies can reduce the likelihood of war and help bring about accommodation. However, decisions about how and whether to deploy these strategies are highly context dependent with respect to both goals.

The conflict is a disagreement within oneself or differences or dispute among persons that has potential to cause harm. It is inevitable and may occur in any profession including healthcare. It could be among any group of healthcare professionals or healthcare team between different group of healthcare professionals or between patient and any of the member of healthcare team. The conflict has a critical effect on the competence, confidence, and morale of healthcare professionals. Consequently, it affects patient care too. To prevent or limit the conflict, emphasis must be focused on proper and impartial implementation of a professional code of conduct, ground rules and discipline. The sources of conflict could real or imagined differences in values, dissimilar goals among individuals, improper communication and personalization of generic or organizational issue. Generally, there are four types of conflicts, intrapersonal, interpersonal, intragroup and intergroup.The conflict usually goes through four phases, frustration of one or more parties involved in conflict, conceptualization or rationalization of cause, expression of behaviors and behaviors resulting in negative outcome. Thomas and Kilmann postulated a matrix explaining five distinct responses or styles to conflict resolution or management varying along the axis of assertiveness and cooperativeness. These five styles are avoiding, accommodating, compromising, competing and collaborating. The issue in conflict is not its existence, rather its management. When it is managed poorly, the outcome will be uncomplimentary with counterproductive results and if managed properly, it encourages competition, recognize legitimate differences and becomes powerful source of motivation.Keywords: Conflict, healthcare, management of conflict, source of conflict, type of conflict.

Conflict management in public authorities is a system of management measures for the diagnosis, prevention, overcoming and neutralization of crisis situations and manifestations, as well as their causes in various government structures. Such an activity involves prediction of the degree of danger of crisis manifestations in public authorities, study of its symptoms, as well as measures to reduce the negative effects of the crisis and usage of its features for subsequent development. Each management to a certain extent has a place to be anti-crisis or begins to become so in degree of entry of the organization into the period of crisis development. Neglect of such a situation entails rather negative consequences, while its consideration contributes to an effective way out of different crisis situations [1].The research methodology involves a thorough analysis of crisis management, as well as the conflict essence in government structures. The article attempts to distinguish between the concepts of "crisis" and "conflict", "management" and "settlement". The theory of conflict acts as a methodological basis. Crisis management in government bodies has an impact subject represented by crisis factors, that is, all factors of exacerbation of contradictions, causing the risk of its extreme manifestation, the onset of a serious crisis. The paramount importance and priority of crisis management in various state bodies reflects the need for any organization and person to overcome, resolve and setlle crisis situations, to make possible mitigation of its consequences, and to use its potential. Understanding of crisis and conflict as a natural and inevitable phenomenon in the process of development of the organization determines the relevance of constant research, creation, improvement of crisis management mechanisms.

PurposeThe five studies included in this special issue focus on emotions and conflict management. These studies highlight how conflict management research can help managers, employees, and organizations more effectively manage the emotional aspects of conflict. This paper aims to summarize these studies.Design/methodology/approachFive studies were selected and combined in this single issue so that researchers could have an integrative review of recent research on emotions in the workplace. The studies were chosen to highlight the relationships between emotions and key conflict variables, such as task, relationship, and process conflict; trust; venting; and forgiveness. The studies were also chosen to represent a broad range of samples, including participants from more than 14 countries and cultures.FindingsThese studies indicate that a broad range of positive and negative emotions, such as anger, enthusiasm, excitement, guilt, and remorse, are significantly related in complex and varied ways to various aspects of conflict management. The studies highlight not only the importance of understanding specific emotions in conflict situations, but also the need to understand how and when the regulation of emotions can facilitate effective conflict management.Research limitations/implicationsThese cutting‐edge studies demonstrate how emotions are a needed and important addition to the field of conflict management research – above and beyond cognitions and behaviors. Such findings highlight the need for additional research on emotions in conflict situations. Although these studies represent many different countries, more research is needed that specifically compares and contrasts the influence of emotions on conflict management across various cultures.Originality/valueThis special issue is the first publication to focus on the influence of conflict management in many different countries and cultures.