ACTIVITY LEARNING
Get informed as you go
Use information in a rational way
Practice at once
Monitor your process and verify
Adjust as needed, based on continuous iteration
references
-Engeström, Y., Miettinen, R. and Punamäki, R.L. eds., 1999. Perspectives on activity theory. Cambridge university press.
-Kaptelinin, V., Kuutti, K. and Bannon, L., 1995, July. Activity theory: Basic concepts and applications. In International Conference on Human-Computer Interaction (pp. 189-201). Springer, Berlin, Heidelberg.
Jeong, H.W., 2008. Understanding conflict and conflict analysis. Sage.
conflict management methodology
Choice of issue
Choose an issue that represents a problem.
It can belong to any level: personal, interpersonal, external (research question), organizational social or international
Map to Identify the conflict, diagnose and strategize
1.
Define the matter, from the general to the specific.
Examples:
Internet governance-Digital rights and duties-Property law in the digital world-Copyright-Inefficiency of current regulatory models to handle digital CR.
Family relations-dispute between members-lack of agreement about purchasing a new house
Disentangle the context
2.
List of who has a stake on the situation/issue/contradiction, and qualify links and intensity. Briefly describe their roles
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 emerged. Try to take into account each party/subject. If no single focus is possible the identification of issues is faulty or the matter is multi-centered. Consider each problem separately
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 reinforce the substance
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 punish others, revenge
2. Meta-disputes
3. Distrust
4. Distant perceptions of reality
5. Over-commitment
6. Lack of ripeness
7. Jackpot syndrome-loss aversion
8. Implications
9. Conflicts of interests within teams
10. Excluded stakeholders
11. Disempowerment
12. Unpleasant interactions
13. Competitive culture-subculture
Cognitive biases
Prevent us from understanding
-
what is needed
-
why what they 'want' is valuable
-
why goals are set in that way and no other
-
whether their needs could be met differently
Prevent us from accurately assessing
threats and opportunities
Are misleading
Fundamental Attribution Errors
7.
Brainstorm solutions and Best Alternatives (BA),
Organize them according to their capacity to satisfy needs
When brainstorming all proposals are welcome. No judging required
8.
Verification.
What level of satisfaction would the selected options bring to each party?
How workable are the explored proposals?
What resources are needed to implement these last?
Dispassionate analysis
GOALS + TACTICS + LOGISTICS = STRATEGY
9.
Propose a concrete action plan that is easy to follow. Write the steps as specifically as possible
Step by step planning, disciplines
From www.coachshort.blogspot.com
10.
What processes would be needed if to implement this plan does not seem clear? Iteration.
Rephrase the initial formulation of the problem, compare.
Conclusions (even if preliminary)
IDENTIFY THE elements for THE negotiation OF THIS CONFLICT
Interests
Options
Alternatives
Criteria to negotiate
Communication and working relation
Possible outcome
Verification
+Impact of the conflict at every stage
Copy of Copy of conflict management methodolgy
By mtalyc
