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The first of two exploratory studies investigated the conflict management approaches of 310 South Korean leaders. Each recalled the most recent dispute they had encountered either between two subordinates or between a subordinate and a person outside the workgroup (i.e., an outsider). Subsequently, they reported the techniques used to manage the dispute. As predicted, the leaders were more assertive in managing subordinate‐subordinate conflicts. Unexpectedly, they also pressed their own subordinates quite forcefully in the subordinate‐outsider disputes. The second study investigated subordinates' interventions in their leaders’ disputes. In these conflicts, subordinates adopted a low‐key shuttle diplomacy; meeting separately with the parties, listening to their opinions, transmitting these to the other side, and calling for each side's empathy and understanding.

This study investigated the mediations of 125 community mediators in the People's Republic of China. The mediators' reports on two mediations each—one in a community (inter‐family) and one in a family (intra‐family) dispute—indicated the frequency with which they used 33 mediation techniques. In family (versus community) mediations, Chinese mediators were found to rely more heavily upon the techniques of separating the parties, getting assistance from third parties, calling for empathy, stating the other side's point of view, and utilizing logic. As for the strategies (combinations of techniques) employed, we found three distinct ones—separate, analyze together, criticize—in the family mediations. Two sets—reason together and criticize—were detected in the community mediations.

The question has been recently raised as to how far the operation of the Sale of Food and Drugs Acts of 1875, 1879, and 1899, and the Margarine Act, 1887, is affected by the Act 29 Charles II., cap. 7, “for the better observation of the Lord's Day, commonly called Sunday.” At first sight it would seem a palpable absurdity to suppose that a man could escape the penalties of one offence because he has committed another breach of the law at the same time, and in this respect law and common‐sense are, broadly speaking, in agreement; yet there are one or two cases in which at least some show of argument can be brought forward in favour of the opposite contention.

Through a survey of 200 employees working in five of the thirty establishments analysed in previous research about the microeconomic effects of reducing the working time (Cahier 25), the consequences on employees of such a reduction can be assessed; and relevant attitudes and aspirations better known.

This simulation consists of a series of exercises in which participants select moves that minimize their penalties in a delivery system (TARTAN) game. It emphasizes multiple‐actor decision making, which shows how negotiation can lead to cooperative solutions with material benefit. It makes use of calculus, and optimization techniques of dynamic programming. In addition, it gives participants practice both with and without a mediator.

This intraorganizational simulation allows participants to negotiate three aspects of a Carrera (Porsche) marketing/production plan. Participants read background information and assume the role of six vice‐presidents and a president. In their role descriptions they learn of their positions on production volume, body styles, and turbo charger options for the Carrera. Subsequently the participants—with equal number for and against every issue (the president is neutral)—hammer out the product plan for the next year.

China has become a driving force in the world economy, yet East‐West cultural differences remain a problem area for many managers. This paper examines the importance of Confucianism in shaping societal values in China and how these values have affected the Chinese style of management. Confucian principles are extracted from the extant literature and used to explain the cultural underpinnings of Chinese leadership patterns, interpersonal behaviors and individual values. The longevity of Confucian influences throughout Chinese culture is a major factor in China’s resistance to Western management practices. There is also evidence that mainstream Confucian principles emphasizing teamwork, relationships and strong corporate cultures are gaining traction in the West. Future Western researchers should pay increased attention to East Asian philosophies and Asian‐based religions in their attempts to understand non‐Christian lifestyles and management methods.

Task conflict and relationship conflict are common in organizations. This paper aims to present a unique case of the use of the targeted conflict-resolution technique. The revival of positive group dynamics is aptly shown.

This descriptive case study is developed as a practice insight to showcase how a peculiar case of misunderstanding is resolved in the most unconventional way through the intervention of a mediator who unearths the real cause of contention. The mediator works through logic and emotion to remove negativity. Narration, a necessary component of the case study approach, peeps into the research subject involving flashbacks, flash forward, backstories and foreshadowing. The mediator uses reframing as a tool very efficiently, encouraging the people in conflict to understand the nothingness in their cold war and eventually prompting them to collaborate and compromise.

The shifts in communication dynamics post-mediator’s intervention are subtle and full of wisdom, encouraging introspection and constructive interaction, eventually bridging the differences. The possibility of achieving a state of homeostasis in the future magnifies. The belief in the power of affirmation and manifestation is validated. The heavy, difficult, hardened negativity loses ground and gets transformed.

Conversation/prayers at the deepest level in several meetings are the communication tools that have immense social relevance in the Indian context.

A unique combination of intermediation encompassing written communication and energy transformation is adopted to resolve ongoing conflict by stroking the positive psychology of the partakers. To some, the method may appear to have a spiritual connotation.

This simulation allows participants, as a group, to determine the features to be offered on two models of Videomaster's recording units. After reading background information about the models and their features, the participants assume the role of five vice‐presidents and a senior R&D electronics engineer. As a group, they make the decision; then they are debriefed and guided through a discussion of decision‐making and negotiation processes.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.