Editor's Introduction

• Published date: 01 October 2014
• Author: Susan S. Raines
• Date: 01 October 2014
• DOI: http://doi.org/10.1002/crq.21109

C R Q, vol. 32, no. 1, Fall 2014 1

© 2014 Wiley Periodicals, Inc. and the Association for Confl ict Resolution

Published online in Wiley Online Library (wileyonlinelibrary.com) • DOI: 10.1002/crq.21109

EDITOR’S INTRODUCTION

Changes are afoot at Confl ict Resolution Quarterly (CRQ)! Working with

John Wiley & Sons, we are implementing an “Early View” program

in which articles will appear online before they are available in print. If you

want to know what’s coming next for CRQ, check out the Early View link

on our website and be the fi rst to read new articles!

http://onlinelibrary.wiley.com/journal/10.1002/%28ISSN%

291541–1508/earlyview

 is edition of CRQ showcases the breadth of areas in which confl ict

management (CM) and alternative dispute resolution (ADR) skills and

processes are frequently applied.

In her piece, Amanda Cravens articulates the importance of choosing the

right ADR and technology tools to meet the needs of the particular dispute

or confl ict and its parties. As the fi elds of public policy and environmental

confl ict resolution continue to grow rapidly, her article makes an important

contribution to our thinking about how best to manage these cases.

Maia Carter Hallward and Jennifer Berg present an interesting case

study of collective action in response to perceived injustice.  eir analysis of

the Olympia Food Co-op boycott can provide useful information for those

seeking to organize a collective response to injustice at home or abroad.

In his work, Ian McIntosh helps us see how visioning and backcasting,

among other techniques, can provide insights into interethnic reconcilia-

tion eff orts, using Australia as his case study. His work is useful to under-

standing eff orts at reconciliation both in Australia and elsewhere.

Institutions of higher education have long been leaders in using ADR

and CM techniques, yet they often reinvent the wheel by starting new pro-

grams without the benefi t of learning from peer institutions with existing

programs. In his piece, Douglas Yarn examines the eff orts to establish an

integrated confl ict management system (ICMS) and shares lessons that will

likely be widely applicable to many other public and private institutions.

Happy Reading!

SUSAN S. RAINES, Ph.D.

Kennesaw State University

Editor-in-Chief, Confl ict Resolution Quarterly

sraines@kennesaw.edu