How can scholars develop better co-operation between competing theoretical approaches to conflict management? This study analyses real peacemaking strategies in Northern Ireland from 1969 to the present, including case-studies of the Brooke Initiative political talks and the Community Relations Council. In the light of this wealth of practical evidence, the theoretical debate is re-examined in order to develop a flexible and more inductive model of complementarity which can enable the best elements of all theoretical approaches to conflict management.
List of Tables and Figures - Acknowledgements - List of Abbreviations and Acronyms - Introduction - The Northern Ireland Conflict: Issues and Interpretations - Conflict Management Practice: The Structural Approach - Conflict Management Practice: The Cultural Approach - Complementarity in Conflict Management Theory: Resolution and Settlement Approaches - The Brooke Initiative: An Examination of the Structural Approach to Conflict Management - The Community Relations Council: An Examination of the Cultural Approach to Conflict Management - Complementarity in Practice: Northern Ireland - A Model of Complementarity in Conflict Management - Concluding Remarks - Appendix: Biographical Details of Interviewees - Notes - Bibliography - Index
