Dr Susie Burke

Australian Psychological Society

National Convenor Psychologists for Peace

Collaborative Problem Solving

Overview

• Approaches to handling conflict•A problem solving model to handle conflict•Large and small group exercises

•

ConflictConflict defined as disagreements or disputes or defined as disagreements or disputes or

problemsproblems

ranges from mild disagreement to violent battlesranges from mild disagreement to violent battles

in itself it is not a problem – it is how it is handled in itself it is not a problem – it is how it is handled that creates pain or pleasurethat creates pain or pleasure

mostly handled in inefficient or destructive waysmostly handled in inefficient or destructive ways

consequences: relationships suffer and outcomes consequences: relationships suffer and outcomes are short-livedare short-lived

Exercise 1:

Research has foundResearch has found

Some conflicts are more amenable to win-Some conflicts are more amenable to win-win solutions than others, HOWEVERwin solutions than others, HOWEVER

Most conflicts do have win-win solutionsMost conflicts do have win-win solutions Most people go into conflict Most people go into conflict assumingassuming there there

will be a win-lose solutionwill be a win-lose solution So people fail to find win-win solutions that So people fail to find win-win solutions that

are thereare there

Why Why good conflict resolution good conflict resolution skills are not widely practiced.skills are not widely practiced.

Good negotiation skills don’t seem to be used in most of the Good negotiation skills don’t seem to be used in most of the conflict we hear about conflict we hear about – Films/TV, parental conflict, School yard conflict, sibling conflict, armed Films/TV, parental conflict, School yard conflict, sibling conflict, armed

conflicts, TV and radio news about local & international conflicts, debates conflicts, TV and radio news about local & international conflicts, debates by politicians in parliament, strikesby politicians in parliament, strikes

We can’t imagine a world without violence/warWe can’t imagine a world without violence/war Most of us, including our leaders, have little knowledge or skills Most of us, including our leaders, have little knowledge or skills

in peaceful means of problem solvingin peaceful means of problem solving Good conflict resolution and negotiation is seen as more difficult Good conflict resolution and negotiation is seen as more difficult

(but it’s not).(but it’s not).

Styles of managing conflictStyles of managing conflict

When people assume or expect a win-When people assume or expect a win-lose outcome, their styles will belose outcome, their styles will be– FightingFighting– ConcedingConceding– AvoidingAvoiding– CompromisingCompromising

– ExerciseExercise

Styles of managing conflictStyles of managing conflict

When people attempt to find a win-win When people attempt to find a win-win outcome, their style will beoutcome, their style will be

– Collaborative problem solvingCollaborative problem solving

Compromise versus Win-WinCompromise versus Win-Win

CompromiseCompromise: Involves each party having : Involves each party having part of their interests met and giving in on part of their interests met and giving in on part of their interests part of their interests

Win-winWin-win: Each party has their most : Each party has their most important interests met important interests met

PROCESS = HOW things are done PROCESS = HOW things are done • the way parties try to resolve a conflict the way parties try to resolve a conflict • how they say ithow they say it

CONTENT = WHAT is doneCONTENT = WHAT is done– e.g., what is written on the peace agreemente.g., what is written on the peace agreement

Both are important but PROCESS is CRUCIAL to outcome. Both are important but PROCESS is CRUCIAL to outcome. Without the right process, lasting solutions are unlikely to Without the right process, lasting solutions are unlikely to

be achievedbe achieved

Process versusProcess versusContent/substanceContent/substance

Power-based approachPower-based approach

Use of force where the goal is for the other party Use of force where the goal is for the other party to give into give in

Use of tactics such as insults, deception, threat, Use of tactics such as insults, deception, threat, blackmail, physical forceblackmail, physical force

A fear that the other party may not be able to be A fear that the other party may not be able to be trustedtrusted

A focus on the differences between partiesA focus on the differences between parties Development of a hostile climateDevelopment of a hostile climate Increasing difficulty in backing down or Increasing difficulty in backing down or

compromising for fear of losing facecompromising for fear of losing face

Rights-based modelRights-based model Usually involves relying on a third party to Usually involves relying on a third party to

make the decision according to some objective make the decision according to some objective criteria:criteria:– In families...In families...– precedentprecedent– equal treatmentequal treatment– efficiencyefficiency– traditiontradition– moral standardsmoral standards– normsnorms– equal opportunityequal opportunity

– At other levels of At other levels of societysociety

– judge/juryjudge/jury– market valuemarket value– scientific judgementscientific judgement– equityequity– lawlaw– historical claimshistorical claims

Interest-based modelInterest-based model

Start by exploring INTERESTS Start by exploring INTERESTS

Create options to meet interestsCreate options to meet interests

Outcome:Outcome: Win-Win solution Win-Win solution

Interests

Rights

Power

Dispute Resolution Systems From Ury, Brett & Goldberg

High satisfaction

Low satisfaction

High cost

Low cost

A preferred dispute resolution systemA preferred dispute resolution system

Interests

Interests

Rights

Interests

Rights

Power

Disadvantage of arguing from Disadvantage of arguing from positionspositions

fighting for one solution means you often miss out on fighting for one solution means you often miss out on alternative alternative betterbetter solutions solutions

conflict can end up just a battle of willsconflict can end up just a battle of wills

you might end up having the same problems over you might end up having the same problems over again because you haven’t addressed the underlying again because you haven’t addressed the underlying issuesissues

Interests underlie positionsInterests underlie positions

positiopositionsnsthe solutions people the solutions people

usually argue forusually argue for

interestsinterestsneedsneeds w wantsants fearsfears c conceoncerns rns

that gave rise to the original positionthat gave rise to the original position

Define the issues &

Identify the parties

Understand your

interests

Encourage positive

relations & Handle negative

emotions

Broaden the context

or break the

problem down

Combine options into WIN-WIN

solutions

Redefine areas of

disagreement

Brainstorm creative options

Set the stage for WIN-WIN outcomes

Develop your

BATNA

Understand their

interests

Retreat to BATNA

Analyse reasons for disagreeing

Is agreement reached?no n

o

Define the issues (topics)Define the issues (topics)

Identify the topics to be discussedIdentify the topics to be discussed Issues need to be framed Issues need to be framed

(labelled) so (labelled) so allall parties are willing parties are willing to discuss themto discuss them

Exercise on board – list of typical Exercise on board – list of typical issues, problems or conflictsissues, problems or conflicts

Identify the partiesIdentify the parties Primary partiesPrimary parties Secondary actorsSecondary actors

Trap Trap - forgetting about important parties or actors who could aid or hinder - forgetting about important parties or actors who could aid or hinder agreementsagreements

Consider process - How to set the Consider process - How to set the stage for Win-Win outcomesstage for Win-Win outcomes

Pose the situation as a joint problem, to be Pose the situation as a joint problem, to be solved as a teamsolved as a team

Explain you want to find a solution that Explain you want to find a solution that meets everyone’s concerns and needs, that meets everyone’s concerns and needs, that everyone will be satisfied with everyone will be satisfied with – Ask for agreement on this goalAsk for agreement on this goal

Suggest a process for arriving at a Win-Win Suggest a process for arriving at a Win-Win outcomeoutcome

Agree on a time to talkAgree on a time to talk

Where will we meet? Choose a neutral location.Where will we meet? Choose a neutral location. At what time will we meet? Choose a time when At what time will we meet? Choose a time when

you are least likely to be interrupted.you are least likely to be interrupted. How long will we meet for? Give yourselves at How long will we meet for? Give yourselves at

least half an hourleast half an hour How will I suggest that we discuss this problem How will I suggest that we discuss this problem

calmly? calmly?

Identify the positionsIdentify the positions Usually in a conflict people start with a Usually in a conflict people start with a

‘position’‘position’• They then try to persuade the other to accept that They then try to persuade the other to accept that

positionposition• A series of compromises are made A series of compromises are made • or one party gives in or one party gives in • or negotiations dead-lockor negotiations dead-lock

Parties will usually have a position on each Parties will usually have a position on each issueissue

Exercise on boardExercise on board

Moving beyond positionsMoving beyond positions

In interest-based negotiations, try to get away In interest-based negotiations, try to get away from positions as soon as possiblefrom positions as soon as possible

Positions are the Positions are the initial advocated solutionsinitial advocated solutions They are They are only one possible solution only one possible solution of manyof many The aim is to discover a range of other possible The aim is to discover a range of other possible

solutions solutions HOW? Examine HOW? Examine interestsinterests

WANTS (ASPIRATIONS) WANTS (ASPIRATIONS)

NEEDSNEEDS

FEARS FEARS

CONCERNSCONCERNS

Interests lie behind positionsInterests lie behind positions

What are interests?

Interests are layered – Interests are layered – Uncover the layersUncover the layers

Superficial interests are a lot like solutions - Superficial interests are a lot like solutions - they imply limited optionsthey imply limited options

Underneath superficial interests are layers Underneath superficial interests are layers of deeper and broader interests that lead to of deeper and broader interests that lead to more optionsmore options

““Dig” for underlying interests - they open up Dig” for underlying interests - they open up the most optionsthe most options

Why?

Why?

Why?

Why?

Why?

Why?

Universal Human Interests Or Universal Human Interests Or NeedsNeeds (Maslow) (Maslow)

Security / Physical safetySecurity / Physical safety Physical well-being Physical well-being Sense of belonging / IdentitySense of belonging / Identity Recognition / PrideRecognition / Pride Sense of control / AutonomySense of control / Autonomy etc.etc.

Create lists of interestsCreate lists of interests

One for each partyOne for each party Refine the listRefine the list Place stars next to the most important interestsPlace stars next to the most important interests Note common interestsNote common interests

Exercise on boardExercise on board

Conflict Analysis Exercise - Part Conflict Analysis Exercise - Part 11

Decide as a group on a conflict to analyse together. Decide as a group on a conflict to analyse together. The conflict should The conflict should – be a real conflict of one of the members of the be a real conflict of one of the members of the

groupgroup– current (unresolved)current (unresolved)– not too complicated or highly emotionalnot too complicated or highly emotional

You will now be doing the first part of the exerciseYou will now be doing the first part of the exercise

Call me over if you want help or feedbackCall me over if you want help or feedback

OptionsOptions

The full range of possibilities on which the The full range of possibilities on which the parties might conceivably reach agreementparties might conceivably reach agreement

Invent options for MUTUAL GAINInvent options for MUTUAL GAIN The aim is to find the option, out of a range of The aim is to find the option, out of a range of

options, that best meets all parties’ interestsoptions, that best meets all parties’ interests

Rules Rules for Brainstormingfor Brainstorming - - Step1 Step1

Generate options that meet interestsGenerate options that meet interests• both yours and theirsboth yours and theirs

Non-judgement Non-judgement • Don’t evaluate options now - no criticism!!Don’t evaluate options now - no criticism!!

DiversityDiversity• Wild and Wild and crazy ideas crazy ideas • Consider ‘impossible’ optionsConsider ‘impossible’ options

Quantity - Generate as Quantity - Generate as manymany as you can as you can Improve ideasImprove ideas

Step 2 – EvaluationStep 2 – Evaluation Evaluate the optionsEvaluate the options Highlight (star) the most promising optionsHighlight (star) the most promising options Refer back to the list of interests to make sure Refer back to the list of interests to make sure

the important ones are addressedthe important ones are addressed

Exercise on boardExercise on board

Step 3 - Step 3 - Reaching win-win solutionReaching win-win solution

Remind everyone of the main aim – to find a win win Remind everyone of the main aim – to find a win win solutionsolution

Note the most promising optionsNote the most promising options Combine best options into a winning solutionCombine best options into a winning solution Refer back to the lists of interestsRefer back to the lists of interests Find ways to improve those optionsFind ways to improve those options Aim to have all parties finish with as many benefits as Aim to have all parties finish with as many benefits as

possiblepossible Minimise any possible negative consequences of the optionMinimise any possible negative consequences of the option Consider how to implement solutionConsider how to implement solution Combine options into a win-win packageCombine options into a win-win package Find more than one winning solutionFind more than one winning solution

After generating many optionsAfter generating many options

Evaluate, select and improve the bestEvaluate, select and improve the best

*

*

*

*

*

**

Combine into a win-win packageCombine into a win-win package

*

* *

*

*

*

Good agreementsGood agreements

Meet all parties’ major interestsMeet all parties’ major interests Can be carried out by all parties in practical Can be carried out by all parties in practical

termsterms Include realistic time framesInclude realistic time frames Are ‘sellable’ to constituentsAre ‘sellable’ to constituents Include methods for monitoring (and Include methods for monitoring (and

verifying) the agreementsverifying) the agreements Include methods for fine tuning agreementsInclude methods for fine tuning agreements

Conflict Analysis Exercise - Part 2Conflict Analysis Exercise - Part 2

Get back into your small groups and finish the Get back into your small groups and finish the exerciseexercise

Brainstorm a list of optionsBrainstorm a list of options– Brainstorm off of individual interests Brainstorm off of individual interests – Do a general brainstormDo a general brainstorm

Evaluate, combine and improveEvaluate, combine and improve If you have extra time - consider possible If you have extra time - consider possible

BATNAs of the partiesBATNAs of the parties

STEPSSTEPS agree on a time to talkagree on a time to talk deal with feelingsdeal with feelings state both positionsstate both positions listen to the other person’s interestslisten to the other person’s interests explain your own needs and concernsexplain your own needs and concerns circle most important interests & interests in circle most important interests & interests in

commoncommon brainstorm optionsbrainstorm options combine best options into solutions; write them combine best options into solutions; write them

downdown … … then act on them!!then act on them!!