Designing Integrated Conflict Management Systems: Guidelines for Practitioners and Decision Makers in Organizations

A committee of the ADR (alternative dispute resolution) in the Workplace Initiative of the Society of Professionals in Dispute Resolution (SPIDR) prepared this document for employers, managers, labor representatives, employees, civil and human rights organizations, and others who interact with organizations. In this document we explain why organizations should consider developing integrated conflict management systems to prevent and resolve conflict, and we provide practical guidelines for designing and implementing such systems. The principles identified in this document can also be used to manage external conflict with customers, clients, and the public. Indeed, we recommend that organizations focus simultaneously on preventing and managing both internal and external conflict. SPIDR recognizes that an integrated conflict management system will work only if designed with input from users and decision makers at all levels of the organization. Each system must be tailored to fit the organization\u27s needs, circumstances, and culture. In developing these systems, experimentation is both necessary and healthy. We hope that this document will provide guidance, encourage experimentation, and contribute to the evolving understanding of how best to design and implement these systems

Advancing Dispute Resolution by Unpacking the Sources of Conflict: Toward an Integrated Framework

Organizational leaders, public policy makers, dispute resolution professionals, and scholars have developed diverse methods for resolving workplace conflict. But there is inadequate recognition that the effectiveness of a dispute resolution method depends on its fit with the source of a particular conflict. Consequently, it is essential to better understand where conflict comes from and how this affects dispute resolution. To these ends, this paper uniquely integrates scholarship from multiple disciplines to develop a multi-dimensional framework on the sources of conflict. This provides an important foundation for theorizing and identifying effective dispute resolution methods, which are more important than ever as the changing world of work raises new issues, conflicts, and institutions

DISPUTES RESOLUTION AMONGST RESIDENTS OF TENEMENT PROPERTIES IN LAGOS, NIGERIA

Low income earners in Lagos metropolis have peculiar taste for a type of residential property, popularly referred to as face-me-I-face-you. The type of property usually consists of many units rooms flanking a central passage. Tenants with different orientation and background cohabit, and conflicts frequently occur amongst them. This paper examines the causes of conflicts that are common amongst tenants of tenement type of residential accommodation in Lagos metropolis. In so doing, questionnaires coupled with direct observation and interviews were administered on total of five hundred respondents randomly selected from five zones in the study area. The study found a number of factors causing the conflicts and recommends creative problemsolving strategies, amongst others, for managing such conflicts amongst occupiers of tenement houses in the study area

Resolving Conflict through Explicit Bargaining

This article analyzes the impact of conciliatory initiatives on conflict resolution in two-party bargaining. It specifically develops and tests a theory of unilateral initiatives derived from Osgood\u27s (1962) notion of Graduated and Reciprocated Initiatives in Tension Reduction (GRIT). The major propositions of the theory indicate that, given a pattern of mutual resistance or hostility, unilateral initiatives and tit-for-tat retaliation in response to punitive action will produce more conciliation and less hostility by an opponent. To test the theory, a bargaining setting was created in a laboratory experiment in which parties exchanged offers and counteroffers on an issue across a number of rounds while also having the option to engage in punitive action against one another. The results indicated that (1) unilateral initiatives produced more concession making and less hostility than a reciprocity strategy, and (2) tit-for-tat retaliation heightened hostility initially but reduced it over time. The article suggests some general, abstract conditions under which two parties in conflict can produce conciliation and reach agreements without the intervention of third parties

Which Conflict? Understanding Conflicts inside the Board of Directors

The analysis of previous studies oncerning corporate governance shows that some variables related to board behavior have not been properly taken into account. The paper analyses board of directors in its decision-making process highlighting the importance that a clear identification of conflict could have on board effectiveness. It emerges that conflict could be distinguished in many typologies affecting board dynamics and decision-making process. The aim of the paper is to identify the mainstream and the other borderline approaches in the existent literature in order to: (i) mark some confusions in the definition or use of the concept of conflict; (ii) point-out its potential in the study of board effectiveness in a behavioural per-spective; (iii) underline the need for operationalizing the concept for a better understanding of its impact on board effectiveness and for a robust future empirical research.Conflict; Board of Directors; Decision-making Process; Board Effetiveness

Concept mapping and other formalisms as mindtools for representing knowledge

We seek to provide an alternative theoretical perspective on concept mapping (a formalism for representing structural knowledge) to that provided by Ray McAleese in this issue of ALT-J (auto-monitoring). We begin with an overview of concept maps as a means of describing a learner's knowledge constructs, and then discuss a broader class of tools, Mindtools, of which concept maps are a member. We proceed by defining Mindtools as formalisms for representing knowledge, and further elaborate on concept maps as a formalism for representing a particular kind of knowledge: structural knowledge. We then address McAleese's use of the term auto-monitoring and some of the steps in his model of concept maps. Finally, we describe some limitations of concept mapping as a formalism and as a cognitive learning strategy

Beliefs and Conflicts in a Real World Multiagent System

In a real world multiagent system, where the agents are faced with partial, incomplete and intrinsically dynamic knowledge, conflicts are inevitable. Frequently, different agents have goals or beliefs that cannot hold simultaneously. Conflict resolution methodologies have to be adopted to overcome such undesirable occurrences. In this paper we investigate the application of distributed belief revision techniques as the support for conflict resolution in the analysis of the validity of the candidate beams to be produced in the CERN particle accelerators. This CERN multiagent system contains a higher hierarchy agent, the Specialist agent, which makes use of meta-knowledge (on how the conflicting beliefs have been produced by the other agents) in order to detect which beliefs should be abandoned. Upon solving a conflict, the Specialist instructs the involved agents to revise their beliefs accordingly. Conflicts in the problem domain are mapped into conflicting beliefs of the distributed belief revision system, where they can be handled by proven formal methods. This technique builds on well established concepts and combines them in a new way to solve important problems. We find this approach generally applicable in several domains