Conflict Resolution II.

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Conflict Resolution II.

• Agriculture Education Instructor

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Little-Professor Moment
Einsteins Get Ready!
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Conflicting Information

• What to do when there is conflicting
  information about an Issue
• FIRST OFF Approach problems as if they are an
  opportunity for everyone to learn together

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Conflicting Information

• THEN Consult everyone involved in the issue
  about
• Questions that need to be asked,
• Information that should be gathered,
• Methods for data collection and analysis,
• Who would be trusted to conduct further
  investigation
• Focus on information relevant to the decision,
  not on available information
• Assume there may be more than one definition of
  the problem use all definitions as a basis for
  inquiry and problem solving.
• Use vocabulary that everyone can understand.
• Respect different types of knowledge and
  different ways of knowing.
• Remember that science isnt necessarily the
  underlying cause of the dispute public opinion,
  values and morals play a huge role

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Little-Professor Moment
Michelangelos It's Your Turn!
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Conflicting Information Reaching Consensus

• Identify areas of agreement and disagreement,
• This allows people to find common ground and
  begin resolving their conflicts.

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Conflicting Information Reaching Consensus

• To begin reaching consensus, especially when
  different parties have conflicting information
• Convene workshops of experts this creates a
  shared picture of what is and isnt known and
  what remains in dispute.
• Provide open forums to discuss competing studies
  identify similarities and differences
• Form a technical working group to support policy
  discussions on an ongoing basis.
• Invite a panel of experts, selected by the
  parties, to address questions in an interactive
  format
• Explicitly list unanswered questions and make
  recommendations to appropriate individuals or
  organizations for future research.

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'Difficult People'
DO

• Establish and Enforce Groundrules.
• Refer back to them if problems arise.

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'Difficult People'
DO

• Promote Trust Personal Relationships
• Its harder to behave badly towards someone known
  as an individual than someone perceived merely as
  a symbol.
• Have a meal together.
• Learn something about one another personally.

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'Difficult People'
DO

• Remind participants of their agreed-upon goals
• Steer back towards these goals often.

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'Difficult People'
DO

• Separate the People from the Problem (Getting
  to Yes, Fisher Ury)
• Focus on the issues
• Focus on the interests underlying the issues
• Look past the way the issues are raised.

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'Difficult People'
DO

• Use humor
• Defuses tension
• Deflects attention from personality issues.

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'Difficult People'
DO

• Identify
• Why is the individual behaving in a difficult
  way?
• Address causes of behavior

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'Difficult People'
DO

• Privately Coach "problem" individuals
• Teach them how to advance their interests through
  the process.

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'Difficult People'
DON'T

• Discount the legitimacy of concerns
• Let one or more individuals dominate.
• Everyone must have the opportunity to be heard
• Everyone must have their concerns addressed
• OR
• They will lose interest

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Implementing Agreements

• 3 Ways to Get to and Implement an Agreement

"Look, everyone here loves vanilla, right? So
let's start there." http//www.conflictresolution.
org/cartoon/negotiation.htm
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Successful Implementation

• Putting an agreement into practice
• Secure an agreement
• Create incentives for all sides to comply with
  the agreement
• Establish ongoing communication between all
  parties
• Hold parties to their commitments
• Anticipate unexpected future events

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Why Agreements Fail

• Agreement Failure Happens for many reasons
• Agreement was not technically feasible
• Agreement was not institutionally feasible
• Changes in circumstances
• Bad faith
• Process did not involve all parties
• New parties emerged
• Negotiators lacked the ability to hold parties to
  their commitments

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Avoid Implementation Problems

• Satisfy the interests of all parties
• Ensure ALL key parties are at the table
• Create Continuing relationships
• Be explicit about who does what, when

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Conclusion
Mother-Goose Moment
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Conclusion
Common Courtesy
LISTENING to Others
Respect Other's Opinions
Work Together Create Common Resolution