Dr Susie Burke Australian Psychological Society National Convenor Psychologists for Peace

1. Collaborative Problem Solving Dr Susie Burke Australian Psychological Society National Convenor Psychologists for Peace

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

3. Conflict • defined as disagreements or disputes or problems • ranges from mild disagreement to violent battles • in itself it is not a problem – it is how it is handled that creates pain or pleasure • mostly handled in inefficient or destructive ways • consequences: relationships suffer and outcomes are short-lived • Exercise 1:

4. Research has found • Some conflicts are more amenable to win-win solutions than others, HOWEVER • Most conflicts do have win-win solutions • Most people go into conflict assuming there will be a win-lose solution • So people fail to find win-win solutions that are there

5. Why good conflict resolution skills are not widely practiced. • Good negotiation skills don’t seem to be used in most of the conflict we hear about • Films/TV, parental conflict, School yard conflict, sibling conflict, armed conflicts, TV and radio news about local & international conflicts, debates by politicians in parliament, strikes • We can’t imagine a world without violence/war • Most of us, including our leaders, have little knowledge or skills in peaceful means of problem solving • Good conflict resolution and negotiation is seen as more difficult (but it’s not).

6. Styles of managing conflict • When people assume or expect a win-lose outcome, their styles will be • Fighting • Conceding • Avoiding • Compromising • Exercise

7. Styles of managing conflict • When people attempt to find a win-win outcome, their style will be • Collaborative problem solving

8. Compromise versus Win-Win • Compromise: Involves each party having part of their interests met and giving in on part of their interests • Win-win: Each party has their most important interests met

9. Process versusContent/substance • PROCESS = HOW things are done • the way parties try to resolve a conflict • how they say it • CONTENT = WHAT is done • e.g., what is written on the peace agreement • Both are important but PROCESS is CRUCIAL to outcome. • Without the right process, lasting solutions are unlikely to be achieved

10. Power-based approach • Use of force where the goal is for the other party to give in • Use of tactics such as insults, deception, threat, blackmail, physical force • A fear that the other party may not be able to be trusted • A focus on the differences between parties • Development of a hostile climate • Increasing difficulty in backing down or compromising for fear of losing face

11. Usually involves relying on a third party to make the decision according to some objective criteria: In families... precedent equal treatment efficiency tradition moral standards norms equal opportunity At other levels of society judge/jury market value scientific judgement equity law historical claims Rights-based model

12. Interest-based model • Start by exploring INTERESTS • Create options to meet interests Outcome: Win-Win solution

13. Dispute Resolution Systems From Ury, Brett & Goldberg Low satisfaction High cost Power Rights Interests High satisfaction Low cost

14. A preferred dispute resolution system

15. Interests

16. Rights Interests

17. Power Rights Interests

18. Disadvantage of arguing from positions • fighting for one solution means you often miss out on alternative better solutions • conflict can end up just a battle of wills • you might end up having the same problems over again because you haven’t addressed the underlying issues

19. Interests underlie positions positions the solutions people usually argue for interests needs wantsfears concerns that gave rise to the original position

20. Broaden the context or break the problem down Define the issues & Identify the parties Encourage positive relations & Handle negative emotions Set the stage for WIN-WIN outcomes Understand your interests Understand their interests Develop your BATNA Analyse reasons for disagreeing Brainstorm creative options Combine options into WIN-WIN solutions Redefine areas of disagreement Retreat to BATNA no no Is agreement reached?

21. Define the issues (topics) • Identify the topics to be discussed • Issues need to be framed (labelled) so all parties are willing to discuss them • Exercise on board – list of typical issues, problems or conflicts

22. Identify the parties • Primary parties • Secondary actors Trap - forgetting about important parties or actors who could aid or hinder agreements

23. Consider process - How to set the stage for Win-Win outcomes • Pose the situation as a joint problem, to be solved as a team • Explain you want to find a solution that meets everyone’s concerns and needs, that everyone will be satisfied with • Ask for agreement on this goal • Suggest a process for arriving at a Win-Win outcome

24. Agree on a time to talk • Where will we meet? Choose a neutral location. • At what time will we meet? Choose a time when you are least likely to be interrupted. • How long will we meet for? Give yourselves at least half an hour • How will I suggest that we discuss this problem calmly?

25. Identify the positions • Usually in a conflict people start with a ‘position’ • They then try to persuade the other to accept that position • A series of compromises are made • or one party gives in • or negotiations dead-lock • Parties will usually have a position on each issue • Exercise on board

26. Moving beyond positions • In interest-based negotiations, try to get away from positions as soon as possible • Positions are the initial advocated solutions • They are only one possible solution of many • The aim is to discover a range of other possible solutions • HOW? Examine interests

27. What are interests? • WANTS (ASPIRATIONS) • NEEDS • FEARS • CONCERNS Interests lie behind positions

28. Interests are layered – Uncover the layers • Superficial interests are a lot like solutions - they imply limited options • Underneath superficial interests are layers of deeper and broader interests that lead to more options • “Dig” for underlying interests - they open up the most options

29. Why?

30. Why? Why?

31. Why? Why? Why?

32. Universal Human Interests Or Needs (Maslow) • Security / Physical safety • Physical well-being • Sense of belonging / Identity • Recognition / Pride • Sense of control / Autonomy • etc.

33. Create lists of interests • One for each party • Refine the list • Place stars next to the most important interests • Note common interests • Exercise on board

34. Conflict Analysis Exercise - Part 1 • Decide as a group on a conflict to analyse together. The conflict should • be a real conflict of one of the members of the group • current (unresolved) • not too complicated or highly emotional • You will now be doing the first part of the exercise • Call me over if you want help or feedback

35. Options • The full range of possibilities on which the parties might conceivably reach agreement • Invent options for MUTUAL GAIN • The aim is to find the option, out of a range of options, that best meets all parties’ interests

36. Rules for Brainstorming - Step1 • Generate options that meet interests • both yours and theirs • Non-judgement • Don’t evaluate options now - no criticism!! • Diversity • Wild and crazy ideas • Consider ‘impossible’ options • Quantity - Generate as many as you can • Improve ideas

37. Step 2 – Evaluation • Evaluate the options • Highlight (star) the most promising options • Refer back to the list of interests to make sure the important ones are addressed • Exercise on board

38. Step 3 - Reaching win-win solution • Remind everyone of the main aim – to find a win win solution • Note the most promising options • Combine best options into a winning solution • Refer back to the lists of interests • Find ways to improve those options • Aim to have all parties finish with as many benefits as possible • Minimise any possible negative consequences of the option • Consider how to implement solution • Combine options into a win-win package • Find more than one winning solution

39. After generating many options

40. Evaluate, select and improve the best * * * * * * *

41. Combine into a win-win package * * * * * *

42. Good agreements • Meet all parties’ major interests • Can be carried out by all parties in practical terms • Include realistic time frames • Are ‘sellable’ to constituents • Include methods for monitoring (and verifying) the agreements • Include methods for fine tuning agreements

43. Conflict Analysis Exercise - Part 2 • Get back into your small groups and finish the exercise • Brainstorm a list of options • Brainstorm off of individual interests • Do a general brainstorm • Evaluate, combine and improve • If you have extra time - consider possible BATNAs of the parties

44. STEPS • agree on a time to talk • deal with feelings • state both positions • listen to the other person’s interests • explain your own needs and concerns • circle most important interests & interests in common • brainstorm options • combine best options into solutions; write them down • … then act on them!!