Credibility and strategy in international mediation

Signs of Trouble: Regional Organization Mediation and Civil War Agreement Durability

“…The likelihood of regional-based negative externalities resulting from the diffusion of conflict (Kadera 1998) might reduce regional organizations' bargaining space, compared to other third-party managers like the UN. Regional organizations might thus be more likely to be involved in conflicts that have low ''versatility,'' with little chance to transform the conflict into more tractable type (Maoz and Terris 2006). These constraints might make regional organizations less likely to mediate and more likely to fail when they get involved (Beardsley 2009;Gurses, Rost, and McLeod 2008).…”

Disaggregating the Incentives of Conflict Management: An Introduction

“…Most important among these is the issue of whether third parties are drawn toward the easiest cases for mediation or instead intervene in the toughest cases. Maoz and Terris (2006) see the ease of success in transitioning a conflict from violence to cooperation, what they term a conflict's versatility, as an important influence on the cases that attract mediation. Bercovitch and Gartner (2006) and Gartner and Bercovitch (2006) see mediators as drawn to the toughest of cases, those in which the parties are unable to produce a negotiated settlement themselves.…”

Is There Method in the Madness of Mediation? Some Lessons for Mediators from Quantitative Studies of Mediation

“…Like other political processes, mediation may be costly, time-consuming, and risky for disputants and mediators alike (Maoz and Terris, 2006). Normally, under conditions of low intensity, divisible issues, open communication and complete information, parties prefer to resolve their own conflicts without any third party assistance (Latour, 1976).…”