Book Summary of The Management of Conflict by Marc Howard Ross
Citation:
The Management of Conflict. Marc Howard Ross. New Haven, Connecticut: Yale University Press, 1993, 226 pp.
This Book Summary written by: Conflict Research Consortium Staff
The Management of Conflict examines the role of cultural
interpretations and structural interests in conflict and conflict
management. It also presents a theoretical framework for
constructive conflict management.
The Management of Conflict will be of interest to those who seek a
better understanding of the importance of cultural differences to
conflict and conflict management strategies. This work is divided
into nine chapters. Chapter One introduces the author's project, opening with a
case study a 1989 dispute regarding the wearing of Islamic head-scarves in
French schools. Ross cites this as an instance of conflict management failure.
He uses the case to describe more generally how attempts at conflict management
can fail. Cultural differences play a key role in such
conflicts. Effective conflict management must be sensitive to such cultural
differences.
Chapter two reviews the authors previous work on cross-cultural conflict.
Ross' model of conflict emphasizes structural interests and psychocultural
interpretations as key elements in understanding conflicts. Ross argues
that, "to be effective, peace-making must both bridge the parties'
differences in interests and consider disputants' deep hurts and the
strong distrust of adversaries."[17] In Chapter Three Ross
elaborates the notion of the constructive conflict society. He
examines a number of low-conflict societies in order to identify the features of
those culture which tend to make conflicts manageable and constructive. Ross
finds constructive conflict societies are generally warm and affectionate, link individual and community interests, make
third-party
conflict management assistance available, and emphasize joint
problem-solving. Such societies are generally harmonious, and have conflict avoidance
strategies available, including viable exit options.
Chapters Four and Five explore connections between conflict and conflict
management. Chapter Four describes the processes of conflict, and
of conflict management. Parties interests and interpretations
change during either process. The authors distinguishes between those changes
which lead toward a settlement, and those changes which lead the parties
deeper into conflict. Constructive changes include shifts from general grievances
to specific demands, clarification of interests and identification of common interests. Chapter Five describes three conflict management
strategies: joint problem-solving, third-party decision-making,
and self-help. Ross asks how effective each strategy is in producing
constructive changes in disputants' interests and interpretations.
The following two chapters draw upon the previously described framework to
evaluate the management of various disputes. Chapter Six presents cases of successful
conflict management. Success in conflict management is rarely absolute.
Rather, success is to be measured by the degree to which conflict management
improves the original unmanaged situation. Improvement is itself a
complex and culturally influenced idea. Ross discusses various criteria by
which to measure improvement. Chapter Seven analyses failed attempts
at conflict management, in order to further understand, by contrast, what makes
for successful conflict management.
Chapter Eight focuses on psychocultural interpretations. Ross
argues that "addressing disputants' mutually hostile
psychocultural interpretations is necessary in order to deal effectively with
conflicts over divergent interests, particularly in bitter disputes."[16]
He describes positive changes in psychocultural attitudes. He then evaluates
the effectiveness of various conflict management strategies at promoting
positive interpretations. Strategies evaluated include Track Two diplomacy,
personal and cultural exchanges, and problem- solving workshops.
Chapter Nine concludes this text by stressing the need for a model
of successful conflict management, which could then serve as a guide for future
conflict management attempts. Drawing upon his findings, Ross sketches some of
the feature that such a model should include. A model of effective conflict
management must recognize conflict to be a cultural process, must
recognize the relation between how conflict is perceived and how it is
managed, and must recognize the importance of psychocultural interpretations
in both shaping and resolving conflict.
The Management of Conflict explores the role of cultural differences
and attitudes in shaping effective conflict management strategies. Various case
studies support and illustrate the authors arguments.
| 
