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The article discusses a study in La Carpio, San Jose, Costa Rica which examines how Dramatic Problem Solving (DPS), an interactive theatre based facilitation, was implemented structural conflict transformation at a community in interpersonal and intrapersonal level. It notes that the study incorporated an action research on a theatre based facilitation model and merged the fields of conflict resolution with performance studies. It reveals that a facilitated problem solving model is the way performance can make physical and real what is often unspoken or hidden.

This article explores the interplay between trust and conflict as antecedents of team effectiveness. In the first cross-sectional study, two alternative path models are tested in a sample of 174 teams (897 participants) with the emergent states of task conflict, relationship conflict, and trust acting as mediators between team demographic diversity (gender and nationality) on the one hand and perceived team effectiveness on the other. In one model trust is considered as an antecedent for the two types of conflict, while in the other the two types of conflict precede the emergence of trust. Although the fit indices for the model in which trust is considered the antecedent of conflict were slightly better, both models fitted the data well. The interdependence of trust and conflict was further explored in a second longitudinal study (49 teams), and the results showed that trust emerging in the initial team interaction phases is a good predictor for the emergence of both task and relationship conflict in further stages of team development. [ABSTRACT FROM AUTHOR]