"Cultural Impact on Conflict Management in Higher Education" shares information regarding conflict management and resolution in higher education from a global perspective. In this book, the authors introduce many conflict resolution methods from different regions in the world. The book shares a conflict resolution model which may direct the reader to start thinking about addressing and managing conflicts from different levels of organizations. This book is a collective work of authors coming from all over the world. The editors chose higher education as the context because it is a place where diverse thoughts, perspectives, and people come together. Because of the potential richness of diversity on a college campus, the opportunity for conflicts occurs. Managing conflict does not work when there is a "one-way only approach/model" for addressing conflict. Some conflict resolution encompasses multiple dimensions: (1) one's personal beliefs or beliefs about an issue; (2) an individual's personal history in terms of how the conflict was perceived as something to be discussed or not; (3) work culture of the conflict where if 'one has a conflict,' the person or unit is messing up or there is a problem person; (4) the unconscious strategies of 'face saving' (trying to maintain one's image) present; (5) social hierarchies or relationships; and (6) the diversity dimensions and issues that may be present. Following the foreword by Ryan Crocker, this book contains the following chapters: (1) Conflict Management in Higher Education: International Perspectives and Practices (Nancy T. Watson and Christine A. Stanley; (2) Conflict Management in Kenya's Public Universities (Caroline S. Wekullo, Fredrick M. Nafukho, and Machuma H. A. Muyia); (3) Conflict Management in China's Higher Education (Lei Xie); (4) Conflict Management in Higher Education in the United Kingdom (Matthew J. Etchells and Victoria J. Etchells); (5) Conflict Management in Higher Education: A Case Study From Egyptian and Lebanese Higher Education (Nahed Abdelrahman, Matthew J. Etchells, Khalil M. Dirani, and Beverly J. Irby); (6) North American Conflict Management in Higher Education (Fancy Mills); (7) Conflict Management in Higher Education: South America Region (Carla Liau-Hing Yep and María de la Lama Eggerstedt); (8) India, Pakistan, Bangladesh, Sri Lanka: Conflict and Conflict Management Practices in the Subcontinent (Wendi K. Zimmer); (9) Taiwan: Conflict Management in Higher Education (Chih-Wei Wang and Yuhsuan Chang); and (10) Conflict Management in Higher Education: Conclusion (Lei Xie, Nancy T. Watson, and Matthew J. Etchells).