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This article examines whether American work practices are becoming more similar to Japanese work practices with regard to skill formation, communications, and conflict resolution. I find that separated skills, self-managing teams, and the dual conflict settlement procedure prevalent in three American unionized plants contrast with the practices found in three Japanese unionized plants, where integrated skills, middle-up-down decision making led by assistant and first-line supervisors, and an informal and one-channel conflict settlement procedure are used.