Some scientists have long tried to identify the key drivers of success in resolving disputes. Several factors have been proposed: individualized contact that goes beyond the superficial, equal status among parties, commitment to a common goal, and institutional support. Studies have shown that when such conditions are met, parties’ attitudes toward one another often improve.
Other scholars have questioned the significance of such research, however, noting that changes in reported attitudes do not necessarily result in different behavior. This holds true whether the disputants are spouses, neighbors, or a company’s management and its employees.
