The issue of armed conflict management was first mentioned in the inaugural issue of the Journal of Conflict Resolution in 1957, when Quincy Wright wrote that the resolution of international conflict can be facilitated by national government efforts “to prevent tensions for arising and aggravating disputes […] among nations. Such resolution can also proceed through the application of appropriate methods of negotiation, inquiry, mediation, conciliation, arbitration, judicial settlement […] and the coordination of measures to prevent aggression.” However, there was remarkably little emphasis on studies of negotiation, mediation, or interstate bargaining before the mid-1970s. A more concerted focus on managing armed conflict began in the mid-1970s, and the 1990s and 2000s saw an explosion in the number of published quantitative studies on conflict management, driven in part by the significant growth in data collection projects on interstate conflict management. Over the past half-century, quantitative studies have identified the factors that promote the use and success of interstate conflict management. It should be noted that a lot of the usual suspect variables in the conflict literature, such as power parity, democracy, rivalry, and contiguity, appear in conflict management analyses as well. Yet the dialogue between these two literatures is often limited. On the other hand, conflict management courses typically organize themselves around the dependent variable, examining different forms of conflict management techniques (good offices, mediation, conciliation, arbitration, adjudication, etc.). Progress will be made on both fronts when we start thinking about these processes in a unified framework.
Organizational conflict management techniques and their relationship to administrative creativity employed in sports clubs
