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

Confirmation Bias

Reactive Devaluation



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

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