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This article empirically assesses the effectiveness of the Truth and Reconciliation Commission (TRC) of South Africa as perceived by three ethnic groups in South Africa, namely, Xhosa, Afrikaners, and English. It examines whether the participants of each ethnic group viewed the TRC to be effective in bringing out the truth and bringing about reconciliation. The article also examines whether the TRCwas viewed as having had a positive effect on South Africa's society, economy, politics, and image in the world. In addition, the perceived overall success of the TRC is assessed. The Afrikaner participants perceived the TRC to be less effective than the English participants and much less effective than the Xhosa participants. Finally, the article discusses potential future benefits that may be gained from the experiences of South Africa's TRC to manage ethnic and racial conflicts in other parts of the world.

Racism and ethnic prejudice are major problems in our society. These prob lems are accentuated when a homogeneous white community has little opportunity to engage with culturally diverse others. The purpose of this study was to investigate whether a well planned engagement of white students with members of a black community, in a safe and welcoming environment, would significantly reduce racism and prejudice. The success of the experiential approach was assessed through a questionnaire as well as qualitative reports. The finding of this study indicate that positive interactions between black andwhite Americans result in positive attitudes toward one another, reduce ethnocentrism, and increase effective intercultural interactions.

Much of the research on managerial decision making in cross-cultural settings has relied heavily on overall differences in values to help explain variance in decision preferences. Although the research has been valuable in identifying cultural differences, it has not focused enough on the similarities among cultures, especially in occupational subgroups. This paper reports a cluster-analytic approach to developing value profiles as a technique for identifying value similarities in managerial subgroups. The results, from a sample of Indian and American managers, show that two dominant value profiles (designated "pragmatic" and "altruistic") were present and that these value profiles helped explain variances in decision preferences.