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"In this volume, scholars from different disciplines join together to examine the overlapping domains of conflict and collaboration studies. It examines the relationships between ideas and practices in the fields of conflict resolution and collaboration from multiple disciplinary perspectives. The central theme is that conflict and collaboration can be good, bad, or even benign depending on a number of factors. These include the role of power, design of the process itself, skill level and intent of the actors, social contexts, and world views. The book demonstrates that various blends of conflict and collaboration can be more or less constructively effective. It discusses specific cases, analytical methods, and interventions, and emphasizes both developing propositions and reflecting on specific cases and contexts. The book concludes with specific policy recommendations for many sets of actors- those in peacebuilding, social movements, government, and communities- plus students of conflict studies. This book will be of much interest to students, scholars, and practitioners of peace and conflict studies, public administration, sociology and political science"--

"In this volume, scholars from different disciplines join together to examine the overlapping domains of conflict and collaboration studies.It examines the relationships between ideas and practices in the fields of conflict resolution and collaboration from multiple disciplinary perspectives. The central theme is that conflict and collaboration can be good, bad, or even benign depending on a number of factors. These include the role of power, design of the process itself, skill level and intent of the actors, social contexts, and world views. The book demonstrates that various blends of conflict and collaboration can be more or less constructively effective. It discusses specific cases, analytical methods, and interventions, and emphasizes both developing propositions and reflecting on specific cases and contexts. The book concludes with specific policy recommendations for many sets of actors- those in peacebuilding, social movements, government, and communities- plus students of conflict studies.This book will be of much interest to students, scholars, and practitioners of peace and conflict studies, public administration, sociology and political science."--Provided by publisher.

This article assesses how changing paradigms of public administration have been reflected in public sector human resources management over time. It finds that large-scale reform acts, such as the Pendleton Act or the Civil Service Reform Act and the National Performance Review reflected the "ideals" of the rule-following bureaucrat of the Old Public Administration (OPA) and of the result-seeking entrepreneur of New Public Management (NPM). However, the advocate, empath, and networker of New Public Administration (NPA) and New Public Service (NPS) has not been pursued through similarly encompassing reform efforts. While gradual changes such as a more representative bureaucracy and increased collaborative governance have paved the way for a deeper integration of NPA and NPS values into human resource policy and practice, more efforts are needed to promote advocates, empaths, and networkers as the core of the "new" public service. We conclude by making some tentative suggestions in this direction.

The research papers in this volume were initially presented at a conference, entitled 'Cutting Edge Theories and Recent Developments in Conflict Resolution', which celebrated the 20th anniversary of the Program on the Analysis and Resolution of Conflict (PARC). Presenters were encouraged to submit their papers for consideration, and following a rigorous peer review and revision process, nine articles were accepted. The volume explores some of the major themes of conflict analysis, including how powerful dominant discourses can both soothe and exacerbate conflict, the role of civic organizations in promoting peace and incubating democratic principles, the ways in which different forms of dialogue are used to heal historically dysfunctional inter-group relations, and the importance of a deeply institutional, structural understanding of ethnocentrism and racism.The authors conducted their research in several different countries - the U.S., Canada, Bosnia, and Northern Ireland - and used a wide range of analytical techniques including in-depth interviews, surveys, and document analysis. What holds them together is the rigorous tie they make between theory and empirical data. Some authors have built conflict theory inductively, based on their own research and/or secondary sources (e.g. Keles, Coy, et al, and Funk-Unrau), while others have tested existing models with empirical data (e.g. Hemmer, Getha-Taylor, and Pincock). These articles collectively make a solid contribution to theoretical development in the conflict analysis field.

For decades, there have been complaints about the parochialism of American public administration. Too often, scholars and practitioners assume the American experience is exceptional. It is time to change this mindset. There is much to be learned from the experience of other countries, and some major problems unavoidably span national borders. There are three ways to overcome parochialism: by raising our sights to the macro-level of analysis, by engaging more broadly with other regions and fields of inquiry, and by institutionalizing diversity in our research methods, conferences, journals, and curriculum.

In this article, the authors focus on members of the U.S. Senior Executive Service who choose collaboration as a management strategy to increase performance and, in particular, their views of the skill set of a successful collaborator. Based on the current literature on collaboration and networks, these executives might be expected to identify strategic thinking and strategic management as the most important skills. Contrary to expectations, the federal executives most frequently mentioned individual attributes and interpersonal skills as essential for successful collaboration, followed by group process skills, strategic leadership skills, and substantive/technical expertise. The article provides empirical substantiation of the previous literature, with one major difference: the strong reporting of the importance of individual attributes by federal executives (much more than previously reported by other scholars in the field). Strategic leadership skills, strategic management skills, and technical skills matter, but they are not the most important factors behind successful collaborations, according to federal executives.

Systems thinking (ST) and conflict resolution (CR) have much to gain from mutual informing and learning. This review article attempts to introduce the systems community to the research and practice of CR. It outlines the strands, development and frontiers of CR and analyzes its relevance to and similarities with ST. The article then discusses the implications for further systems research. Copyright © 2012 John Wiley & Sons, Ltd.