conflict management methodolgy
leARNING IN THE MAKING:
Get informed
Use information
Practice
Verify
Adjust
Choice of issue
Choose an issue that represents a problem.
It can belong to any level: intrapersonal, interpersonal, external (research question), organizational social or international
Map to Identify the conflict, diagnose it and strategize
1.
Define the matter, from the general to the specific. Example. Internet governance-Digital rights and duties-Property law in the digital world-Copyright-Inefficiency of current regulatory models. Family relations-dispute between members-lack of agreement about purchasing a new house
Disentangle the context
2.
List all subjects that have a stake on the situation/issue/contradiction, and establish their linkage with it. Briefly describe the role they play
People that are part of the problem should become part of the solution. Inclusion principle
image from: www.fao.org
3.
Brainstorm all possible reasons for the issue to have originated. Try to take into account each party/subject. If no focus is possible the identification of issues is faulty or the matter is poly-centered. Choose only one to work it our efficiently!
Isikawa diagram, SWOT, etc.
4.
List the needs, interests and expectations of each party, draw a map or a chart where you can visualize their compatibility
Visualizations support our cognitive capacities
5.
Identify major obstacles that may deter or difficult the resolution of this matter, thinking from the perspective of each party.
What is between the subjects and their goal?
From: www.theguardian.co.uk
6.
List REAL obstacles for the resolution of this matter, be them perceived or not by the parties!
Possible and common OBSTACLES for effective conflict management
1. Motivation to seek vengeance
2. Meta-disputes
3. Mistrust
4. Distant perceptions of reality
5. Over-commitment (entrapment)
6. Lack of ripeness
7. Jackpot syndrome/loss aversion
8. Linkages
9. Conflicts of interests among team members
10. Excluded stakeholders
11. Disempowered disputant
12. Unpleasant disputant
13. Competitive culture or subculture
Cognitive biases
Prevent us from understanding
-
what is needed
-
what value is assigned to it; what they want
-
why goals are set in a way and no other
-
can their needs be met somehow else?
Prevent us from accurately assessing
threats and opportunities
Fundamental Attribution Errors
Confirmation Bias
Reactive Devaluation
7.
Brainstorm solutions and BATNAS
Prioritize them
When brainstorming all proposals are welcome. No judging required
8.
Verification. What level of satisfaction would this bring to each party, how workable they are, what resources will they take to realize
Dispassionate analysis
GOALS + TACTICS + LOGISTICS = STRATEGY
9.
Concrete action plan to follow. Specific steps
Step by step planning - discipline
From www.coachshort.blogspot.com
10.
What process or methodologies would be needed if not yet clear to implement this plan
Rephrase the initial formulation of the problem and compare
Conclusions (even if preliminary)
Emerging elements for any negotiation
Interests
Options
Alternatives
Criteria to negotiate
Communication and working relation
Possible outcome
Verification
+Impact of the conflict at every stage
conflict management methodolgy
conflict management methodolgy
By mtalyc
conflict management methodolgy
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