Scribd Logo
Upload

Welcome to Scribd!

  • 21 views

    The Cricle of Conflict

    Uploaded by

    Aleksandra Klb
    The document discusses Moore's circle of conflict, which identifies five potential sources of conflict in negotiations: interests, structure, data, relationships, and values. It provides examples and intervention strategies for each type of conflict. Understanding the different sources of conflict can help parties identify and resolve the root causes rather than symptoms. Interventions may include changing behaviors, power structures, communication styles, or reframing the issues to find common ground and agreement.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd

    The Cricle of Conflict

    Uploaded by

    Aleksandra Klb
    21 views3 pages
    The document discusses Moore's circle of conflict, which identifies five potential sources of conflict in negotiations: interests, structure, data, relationships, and values. It provides examples and intervention strategies for each type of conflict. Understanding the different sources of conflict can help parties identify and resolve the root causes rather than symptoms. Interventions may include changing behaviors, power structures, communication styles, or reframing the issues to find common ground and agreement.

    Original Title

    The cricle of conflict

    Copyright

    © © All Rights Reserved

    Available Formats

    PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    The document discusses Moore's circle of conflict, which identifies five potential sources of conflict in negotiations: interests, structure, data, relationships, and values. It provides examples and intervention strategies for each type of conflict. Understanding the different sources of conflict can help parties identify and resolve the root causes rather than symptoms. Interventions may include changing behaviors, power structures, communication styles, or reframing the issues to find common ground and agreement.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    21 views3 pages

    The Cricle of Conflict

    Uploaded by

    Aleksandra Klb
    The document discusses Moore's circle of conflict, which identifies five potential sources of conflict in negotiations: interests, structure, data, relationships, and values. It provides examples and intervention strategies for each type of conflict. Understanding the different sources of conflict can help parties identify and resolve the root causes rather than symptoms. Interventions may include changing behaviors, power structures, communication styles, or reframing the issues to find common ground and agreement.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 3

    The Circle of Con ict was originally theorized to support mediations.

    This
    makes it a exible tool to utilize in con ict resolution. The circle, divided into
    ve components, illustrates the potential sources of con ict in negotiations.
    Understanding the impact of imbalances within the circle forces all parties to
    rst identify and diagnose the source(s) of con ict, and then parley for
    resolution. Listed below are the characteristics of each component within
    Moore’s circle of con ict

    Interest Con ict

    In any negotiation, people will voice what they want; or what we call their
    ‘position’. Interests are their motivations, or the why. They are what drives
    one’s position and they will often be challenged. Understanding party
    interests and proposing solutions to their issues and fears will play a vital role
    in con ict resolution

    Structural Con ict

    Perceived power inequality, competition over limited resources, and divergent


    interests amongst groups are the fundamental factors that contribute to
    structural con icts. External factors make one or all parties perceive the other
    to be in a stronger, more privileged position. For example, meetings between
    an employer and their workers union see each other as having the upper
    hand in negotiations when in reality, both need each other to survive

    Intervention Strategies

    • Re ne and/or change roles


    • Eliminate and replace destructive patterns of behavior
    • Redistribute ownership and control of goods
    • Introduce a fair decision-making process
    • Transition from position based to interest based negotiation (focus more on
    the problem, not the person)
    • Change the way how parties in uence each other (less extortion, more
    permission
    • Rede ne external pressures

    Data Con ict

    This con ict is based on the possession of information, or lack thereof.


    Inaccurate information and the different interpretations of data are grounds for
    con ict. Examples of data con ict are legal disputes arising from ambiguous
    fi
    fi
    fi
    fl
    fi
    fl
    fl
    fl
    fl
    )

    fl
    fl
    s

    fl
    s

    fl
    s

    fl
    :

    fl
    fl
    fl
    ,

    fl
    ,

    fl
    .

    interpretation of the law, con icts based on contradictory research results, or


    on false information, such as hearsay. Interventions are necessary to avoid a
    con ict evolving into a destructive one

    Intervention Strategies

    • Unify data
    • Select relevant information to the speci c con ict
    • Consent on one data collection process
    • Form a common criteria for the evaluation of the data
    • Seek expert opinions in the case of stagnation

    Relationship Con ict

    Parties with previous negative experiences with each other are most prone to
    relationship con icts. Fueled by emotion, stereotyping the opposing side,
    personal animosities, and poor communication contribute to these con icts.
    Relationship con icts do not give much leeway for parties to consent;
    interventions are needed

    Intervention Strategies

    • Create procedures for when parties become too emotionally invested


    • Encourage parties to verbalize their emotions (rather than acting out)
    • Change how parties perceive each other
    • Build a positive image
    • Eliminate repetitive negative behavior by changing the structure
    • Inspire a positive approach to the problem

    Value Con ic

    Much like interest con icts, value con icts arise because parties have
    different values and principles. Unlike interests however, values are
    nonnegotiable and unwavering because they are the foundation of personal
    identity. Individuals, let alone parties, will swiftly defend their values when
    challenged. Value con icts do not give parties an opportunity to come to an
    agreement making interventions, necessary

    Intervention Strategies

    • Avoid de ning the issue by value


    • Allow the parties to agree and disagree
    fl
    fi
    ,

    fl
    t

    fl
    fl
    fl
    fl
    ,

    fl
    s

    fl
    ,

    fl
    .

    fi
    ,

    fl
    .

    fl
    • Create a sphere of in uence in which one kind of value dominates
    • Seek a superior goal for both partie

    fl
    s

    You might also like