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