This article makes the case for bringing theory of consciousness to the understanding of individual transformation in conflict resolution practice. It does so by highlighting consciousness engaged explicitly and implicitly in many conflict resolution practices and consciousness dynamics considered in the emerging literature by conflict resolution practitioners. In particular, increasing awareness, consciousness structures, shifts in consciousness, transitional space, and embodied engagement are useful frameworks for understanding individual transformation within conflict resolution processes. The article concludes that the study of conflict resolution is incomplete without consideration of consciousness in conflict and conflict resolution. Furthermore, formally engaging consciousness dynamics as part of the study of conflict resolution holds promise for improving conflict resolution practice. W hat are the roles of consciousness in conflict and conflict resolution?Consciousness, dynamics of consciousness, and consciousness structures are fundamental to how we understand and engage in conflict and conflict resolution. Particularly in culture-based conflicts, conflict resolution processes support personal transformation of individual participants' consciousness structures, including conceptions of conflict and of self and other in conflict. The roles of consciousness in conflict and conflict resolution may be seen by focusing on culture-based conflict and conflict resolution, where cross-cultural dynamics are at play in the development of conflict and in the resolution processes. In reflecting on their work, conflict resolution practitioners are at the forefront of the emerging work in this area.

Analysis of twenty‐four cases of unofficial international conflict resolution initiatives, done according to similarities across seven variables, shows that the practice of “Track 1½” diplomacy is distinct from Track 2 diplomacy. Furthermore, these initiatives are distinguished by their focus on process or diverse goals. Multidimensional scaling organized the cases into four groupings of similar initiatives: Track 1½ process‐focused, Track 1½ diversified, Track 2 process‐focused, and Track 2 diversified. The variety of approaches used in these twenty‐four cases of high‐quality international conflict resolution initiatives suggests best practices. These practices should be considered sensitive to context rather than a standard set of procedures used regardless of conflict environment.

This issue of International Negotiation focuses on coordination in conflict resolution. It includes nine articles that discuss theoretical concerns and practical insights about coordination among organizations involved in various aspects of conflict prevention, conflict resolution and peacebuilding, highlighting the utility of applying negotiation theory to the analysis of their relationships, interactions, and cooperative processes. This article presents a thematic overview of the articles and concludes by outlining areas for further development of theory and practice.

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