According to a dual process model perspective, intergroup contact should be particularly effective for people high in right-wing authoritarianism (RWA), but not for those high in social dominance orientation (SDO), because of different underlying motivational goals. In the present studies, we tested the hypothesis that imagined contact, that is, the mental representation of a positive intergroup encounter, improves intergroup relations for high RWAs. In two experimental studies, we showed that high RWAs, compared with low RWAs, show less negative emotions toward Turks (Study 1; N = 120) and more willingness to engage in future contact with Romani people (Study 2; N = 85) after imagined contact. As expected, people high in SDO did not benefit from imagined contact. Instead, people low in SDO showed less negative emotions after imagined contact in Study 1, but this effect was not replicated in the second study. Theoretical implications and the role of imagined contact as a possible intervention for highly biased individuals will be discussed.

Although conflict mediation is implemented in many societal fields by now, it is still uncertain as to which mediation techniques are effective and which are not. Although there is some research concerned with interpersonal conflicts, hardly anything is known about mediation in intergroup conflicts. This study addresses this lack of knowledge. We conducted an experiment on the mediation of an intergroup conflict (N ϭ 103 mediations) in which we evaluated the effectiveness of the combined perspective-taking techniques Controlled Dialogue and Role Reversal. The results confirmed the hypothesis that perspective-taking techniques increase interpersonal liking between group representatives. In accordance with the theory, the effect was statistically mediated by interpersonal empathy and the feeling to be heard. However, there was no effect on intergroup empathy and attitudes. Possible explanations for the missing effects on intergroup relations, as well as the theoretical and practical implications of the study, are discussed.

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Disseminating cutting edge theories and empirical research in the field of industrial relations and conflict management, from an interdisciplinary approach, and firmly based in theories on human behaviour in relation to work and organizations. Formally the series will publish monographs and contributed or edited volumes from leading psychology scholars. Specifically, the series integrates theories and research from industrial relations (sociology, business, law and psychology), with those on conflict management, mediation and more generally well-being and productive behaviour in the workplace. Volumes in this series respond to the demands of policymakers and the public, remaining relevant and applicable for science, industry and society. Delivering relevant research and conclusions from local, regional, national and international perspectives. The aim of the series is to contribute to cooperative and constructive relations in organizations at three levels: organizational level, team level and interpersonal level. The series will contribute to the existing academic research and literature by providing an advanced publication platform for improving the science of understanding industrial relations and conflict management. Publishing volumes which deliver valuable contributions from the range of developing perspectives on this subject. This work is subject to copyright. All rights are reserved by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. The publisher, the authors and the editors are safe to assume that the advice and information in this book are believed to be true and accurate at the date of publication. Neither the publisher nor the authors or the editors give a warranty, express or implied, with respect to the material contained herein or for any errors or omissions that may have been made. PrefaceIn 2009, the United Nations expanded its services in managing workplace conflict by creating an expanded and geographically dispersed Office of Ombudsman and Mediation Services (UNOMS). Early on, at an occasion where the newly appointed regional ombudsmen were gathered, UN Secretary-General Ban Ki-Moon told us that "just as the United Nations addresses conflicts around the world, so must we also pay close attention to resolving and managing conflicts within the Organization." Shortly after, I arrived in Nairobi as part of the first cohort of regional ombudsmen embedded in seven different ...