Post on 31-Mar-2015
Conflict Analysis Conflict Analysis
Farrokh Alemi, Ph.D.Farrokh Alemi, Ph.D.
Monday, February 09, 2004Monday, February 09, 2004
ObjectivesObjectives
Turn conflict into win-win situationsTurn conflict into win-win situations Learn how to analyze conflictLearn how to analyze conflict Learn how to use the analysis for Learn how to use the analysis for
better insights into the conflictbetter insights into the conflict
Not just model building & formulas but also a process
Who Is the Decision Maker?Who Is the Decision Maker?
Several constituenciesSeveral constituencies– e.g. department heads meeting to e.g. department heads meeting to
resolve conflict on budgetresolve conflict on budget Two peopleTwo people
– e.g. negotiations between a clinician e.g. negotiations between a clinician and a manager at an HMOand a manager at an HMO
On personOn person– Role playing of an objective outsiderRole playing of an objective outsider
Analyst meets with eachparty one on one
PremisesPremises People have cognitive biases People have cognitive biases When two parties negotiate some conflict When two parties negotiate some conflict
is due to miscommunications is due to miscommunications A conflict is easier to grasp if it is broken A conflict is easier to grasp if it is broken
into components into components Individuals can specify their values and Individuals can specify their values and
prioritize them prioritize them The analyst can provide reduce conflict The analyst can provide reduce conflict
due to miscommunication, provide insight due to miscommunication, provide insight into the thinking of each party and identify into the thinking of each party and identify solutions overlooked by both parties solutions overlooked by both parties
A Conflict Analyzed Is A Conflict Analyzed Is a Conflict Understooda Conflict Understood
Prevent escalation of conflictPrevent escalation of conflict
Analysis Forces Analysis Forces Rationality into Rationality into
ConflictConflict
Increase self insightIncrease self insight
Steps in Analysis of ConflictSteps in Analysis of ConflictStep Phase Action1 Understand the
problem
Hold informal interviews with people informed about the conflict.
2 Identify constituencies and their spokespeople.
3 Analyze assumptions.
4 Structure the problem Perform an in-depth interview with one or more objective outsiders.
5 In separate sessions with each constituency, identify issues, and levels of resolution.
6 Assess importance of issues & value of resolution levels
7 Explore the solution Form and score treaties
8 Analyze the treaties
9 Develop a strategy of negotiation
10 Present results to all constituents.
1. Understand the problem 1. Understand the problem
Identifying constituenciesIdentifying constituencies– Not just vocal groupsNot just vocal groups– RepresentationRepresentation
Identifying spokespeopleIdentifying spokespeople– Maybe role playingMaybe role playing
Identifying assumptionsIdentifying assumptions Get the catchwordsGet the catchwords
1. Understand the problem 1. Understand the problem
Identifying constituenciesIdentifying constituencies– Not just vocal groupsNot just vocal groups– RepresentationRepresentation
Identifying spokespeopleIdentifying spokespeople– Maybe role playingMaybe role playing
Identifying assumptionsIdentifying assumptions Get the catchwordsGet the catchwords
1. Understand the problem 1. Understand the problem
Identifying constituenciesIdentifying constituencies– Not just vocal groupsNot just vocal groups– RepresentationRepresentation
Identifying spokespeopleIdentifying spokespeople– Maybe role playingMaybe role playing
Analyzing assumptionsAnalyzing assumptions
Example Assumptions Example Assumptions
2. Structure the Problem 2. Structure the Problem
Identify issuesIdentify issues– What do we have control over that can be What do we have control over that can be
changed?changed? Identify levels of resolutionIdentify levels of resolution
– What is this side’s position on the issue? What is this side’s position on the issue? – What resolutions might it accept? What resolutions might it accept? – What resolutions are totally unacceptable? What resolutions are totally unacceptable? – Why are the levels considered in this way?Why are the levels considered in this way?
2. Structure the Problem 2. Structure the Problem
Identify issuesIdentify issues– What do we have control over that can be What do we have control over that can be
changed?changed? Identify levels of resolutionIdentify levels of resolution
– What is this side’s position on the issue? What is this side’s position on the issue? – What resolutions might it accept? What resolutions might it accept? – What resolutions are totally unacceptable? What resolutions are totally unacceptable? – Why are the levels considered in this way? Why are the levels considered in this way?
Interviews Interviews
Which components of family Which components of family planning should be available to planning should be available to minors and under what conditions. minors and under what conditions.
– Education Education – Counseling Counseling – Services Services
Heart of the ConflictHeart of the Conflict Should values and morals be taught when Should values and morals be taught when
delivering family planning services? delivering family planning services? Should counseling of adolescents start from the Should counseling of adolescents start from the
position that premarital sex among adolescents is position that premarital sex among adolescents is bad? bad?
Which is more important, allowing easy access to Which is more important, allowing easy access to services or having services controlled by services or having services controlled by organizations with what are considered high organizations with what are considered high morals? morals?
What are the optimum technical qualifications of What are the optimum technical qualifications of the personnel? the personnel?
Who, if anybody, should regulate the provision of Who, if anybody, should regulate the provision of family planning services to adolescents? family planning services to adolescents?
Example Issues & Example Issues & ResolutionsResolutions
3. Explore Solutions 3. Explore Solutions
Elicit importance of different issues and Elicit importance of different issues and values of different resolutions on each issuevalues of different resolutions on each issue
Create and score treatiesCreate and score treaties– Treaty: a set of possible resolutions on each issueTreaty: a set of possible resolutions on each issue
Perform optimal analysisPerform optimal analysis– Focus on Pareto optimal treatiesFocus on Pareto optimal treaties– Logroll Logroll
Organize process of negotiationsOrganize process of negotiations Deescalate the conflictDeescalate the conflict
ValueValueModelModel
ss
Value Models ContinuedValue Models Continued
3. Explore Solutions 3. Explore Solutions
Elicit importance of different issues and Elicit importance of different issues and values of different resolutions on each issuevalues of different resolutions on each issue
Create and score treatiesCreate and score treaties– Treaty: a set of possible resolutions on each issueTreaty: a set of possible resolutions on each issue
Perform optimal analysisPerform optimal analysis– Focus on Pareto optimal treatiesFocus on Pareto optimal treaties– Logroll Logroll
Organize process of negotiationsOrganize process of negotiations Deescalate the conflictDeescalate the conflict
Sample TreatySample TreatyA2 Programs stress abstinence.
B2 Require programs to strengthen the family
C2 Adolescent parents must be notified
D2 All providers must have medical qualifications.
E2 Educational institutions will carry out programs.
F2 State governments must regulate programs. TryIt
Scoring of a TreatyScoring of a Treaty
Sample Treaty ScoredSample Treaty ScoredA2 Programs stress abstinence. (.14*30)
B2 Require programs to strengthen the family (.20 *30)
C2 Adolescent parents must be notified (.25* 80)
D2 All providers must have medical qualifications (.11*60)
E2 Educational institutions will carry out programs (.23*60)
F2 State governments must regulate programs (.07*40) Total value = 53.4
Orthogonal Design for TreatiesOrthogonal Design for Treatieswith Two Issueswith Two Issues
Issue A Issue B
Treaty 1 Best Best
Treaty 2 Best Worst
Treaty 3 Best Best
Treaty 4 Best Worst
Treaty 5 Worst Best
Treaty 6 Worst Worst
Treaty 7 Worst Best
Treaty 8 Worst Worst
Orthogonal Design for Treaties Orthogonal Design for Treaties for Three Issuesfor Three Issues
Issue A Issue B Issue C
Treaty 1 Best Best Best
Treaty 2 Best Best Worst
Treaty 3 Best Best Best
Treaty 4 Best Best Worst
Treaty 5 Best Worst Best
Treaty 6 Best Worst Worst
Treaty 7 Best Worst Best
Treaty 8 Best Worst Worst
Treaty 9 Worst Best Best
Treaty 10 Worst Best Worst
Treaty 11 Worst Best Best
Treaty 12 Worst Best Worst
Treaty 13 Worst Worst Best
Treaty 14 Worst Worst Worst
Treaty 15 Worst Worst Best
Treaty 16 Worst Worst Worst
3. Explore Solutions 3. Explore Solutions
Elicit importance of different issues and Elicit importance of different issues and values of different resolutions on each issuevalues of different resolutions on each issue
Create and score treatiesCreate and score treaties– Treaty: a set of possible resolutions on each issueTreaty: a set of possible resolutions on each issue
Perform optimal analysisPerform optimal analysis– Focus on Pareto optimal treatiesFocus on Pareto optimal treaties– Logroll Logroll
Organize process of negotiationsOrganize process of negotiations Deescalate the conflictDeescalate the conflict
Pareto OptimalPareto Optimal
Points inside the plot are different treaties
0
10
20
30
40
50
60
0 20 40 60 80
Score for Constituent B
Sco
re f
or
Co
nst
itu
ent
A
Pareto Optimal
Search for Pareto Search for Pareto Optimal TreatiesOptimal Treaties
Use the information to Use the information to improve one constituents improve one constituents
situation without deteriorating situation without deteriorating the otherthe other
Example of Negotiating Every Example of Negotiating Every IssueIssue
Example of LogrollingExample of Logrolling
3. Explore Solutions 3. Explore Solutions
Elicit importance of different issues and Elicit importance of different issues and values of different resolutions on each issuevalues of different resolutions on each issue
Create and score treatiesCreate and score treaties– Treaty: a set of possible resolutions on each issueTreaty: a set of possible resolutions on each issue
Perform optimal analysisPerform optimal analysis– Focus on Pareto optimal treatiesFocus on Pareto optimal treaties– Logroll Logroll
Organize process of negotiationsOrganize process of negotiations Deescalate the conflictDeescalate the conflict
Organize Process of Organize Process of NegotiationNegotiation
De-escalate the conflictDe-escalate the conflict
Prevent the parties from negotiating Prevent the parties from negotiating on the overall treaty until some on the overall treaty until some agreements have been reached agreements have been reached
Discuss issues in a sequence that Discuss issues in a sequence that minimizes frustration minimizes frustration
Divide the conflict into component Divide the conflict into component issues increase the probability of issues increase the probability of finding a few areas of agreement finding a few areas of agreement
SummarySummary