A 3-year research project was conducted to compare the conflict management behavior of school superintendents and city managers, both of whom are professionally trained experts held accountable to lay legislatures. Chapter 1, "Professionalism and Responsiveness," addresses the inherent tension, in a democracy, between elected officials' accountability to the public will and the need of bureaucracies for expert knowledge in decision-making. Chapter 2, "Conflict," analyzes similarities and differences in the way superintendents and city managers traditionally approach conflict management, and the degree to which the two are responsive to their publics. Chapter 3, "The Winnowing Process," analyzes the ideological and practical consequences of the differences in the training and selection process between city managers and superintendents. Chapter 4, "The Parties to Conflict," covers the whole arena of conflict management with which city managers and school superintendetns are involved, including relations with federal, state, and local governments, school role representation, public apathy, interest groups, and collective bargaining. Chapter 5 accordingly concerns "The Selection of Strategies," based on sources and severity of conflict and on individual attitudes and behaviors. Chapter 6 assesses "Future Trends in Education Conflict," including financial, political, and demographic factors, and reexamines the question of responsiveness in light of these trends. A bibliography is provided, along with two appendixes: "Professional Attitude Scale Items" and"Leadership Role Scale Items." (TE)