The case study describes a 2-day workshop in which young Israeli Arabs and Jews succeeded in reaching agreement on a peace plan for the Middle East. Our analysis focuses on a number of problems in coordinating the task and process requirements of intergroup conflict resolution. We conclude that while the task model which we tested and developed in the workshop sewved important functions, it needed to be balanced by appropriate sensitivity to as yet unpredictable process contingencies. We suggest that such a balance is accomplished by dividing task and process responsibility between two consultants.
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