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40 Negot. J. 1 (2024)

handle is hein.journals/nejo40 and id is 1 raw text is: Editors' Note James K. Sebenius, Editor Silvia P Glick, Managing Editor We are delighted to welcome you to the first issue of the new Negotiation Journal. Beginning with this issue, the journal will be fully open access, online only, and published in conjunction with MIT Press. Relative to its traditional closed format primarily distributed to libraries, the new Negotiation Journal will magnify its accessibility and impact, ensuring that articles will more effectively reach practitioners, scholars, students, and others in the fields of negotiation, mediation, and conflict resolu- tion. With the elimination of the paywall, it will be easy to read, down- load, and share the journal's articles, columns, and reviews, including those published in past issues. We are particularly pleased to begin this iteration of Negotiation Journal with articles that provide concrete advice for effectively manag- ing the turbulence and discord that define these times. While it is easy to give in to despair, the contributors to this issue give us reason for hope and optimism. The issue opens with Navigating Firestorms: The Imperative of Conflict-Intelligent Leadership in a Turbulent World by Peter T. Coleman, who directs Columbia University's Morton Deutsch International Center for Cooperation and Conflict Resolution. Drawing on his (and others') prior work, the author offers a novel framework for conceptualizing conflict-intelligent leadership in our contentious world. In what can be understood as almost a provisional summation of his many years study- ing conflict and leadership, Coleman's framework builds on evidence- based practices for constructive conflict resolution and enhances them with insights from complexity science. According to Coleman, conflict intelligence is based on four empirically derived assumptions: conflict is a natural and necessary element in life, conflict initially feels bad, conflicts add up emotionally over time, and our first responses to con- flict are crucial. The development of conflict intelligence requires us to broaden our orientation to conflict across four levels: a focus on and awareness of the self, a focus on social dynamics, a focus on situational dynamics, and a focus on broader systemic forces. As he concludes his 10.1162/ngtn_e_00006 © 2024 Presidents and Fellows of Harvard College. Published under a Creative Commons Attribution 4.0 International (CC BY 4.0) license. Negotiation Journal Winter-Spring 2024 1

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