Designing Integrated Conflict Management Systems: Guidelines for Practitioners and Decision Makers in Organizations

Abstract

No.4 in the series - Cornell Studies in Conflict and Dispute Resolution. A Report Prepared by the Society of Professionals in Dispute Resolution ADR in the Workplace Initiative. Committee Members: Ann Gosline, Co-Chair; Lamont Stallworth, Co-Chair; Myrna C. Adams; Notman Brand; Cynthia J. Hallberlin; Carole Schneider Houk; David B. Lipsky; Jennifer Lynch; Nancy E. Peace; Mary Rowe; Anne ThomasA committee of the ADR (alternative dispute resolution) in the Workplace Initiative of the Society of Professionals in Dispute Resolution (SPIDR) prepared this document for employers, managers, labor representatives, employees, civil and human rights organizations, and others who interact with organizations. In this document we explain why organizations should consider developing integrated conflict management systems to prevent and resolve conflict, and we provide practical guidelines for designing and implementing such systems. The principles identified in this document can also be used to manage external conflict with customers, clients, and the public. Indeed, we recommend that organizations focus simultaneously on preventing and managing both internal and external conflict. SPIDR recognizes that an integrated conflict management system will work only if designed with input from users and decision makers at all levels of the organization. Each system must be tailored to fit the organization's needs, circumstances, and culture. In developing these systems, experimentation is both necessary and healthy. We hope that this document will provide guidance, encourage experimentation, and contribute to the evolving understanding of how best to design and implement these systems.Designing_Integrated_Conflict_Management.pdf: 3931 downloads, before Oct. 1, 2020