Year: 1996
Type: article
Abstract: ADR counsel increasingly face the daunting task of designing effective conflict management systems.Businesses realize it's more productiveand more cost effective-to develop integrated conflict management systems, rather than address dispute resolution on a case-by-case basis.ADR systems can resolve disputes outside the company (with customers and clients), systemic problems within the organization (in hiring and promotion practices, for instance), or interpersonal issues (between managers, employees and co-workers) .Often, ADR experts add interestbased methods of dispute resolution, such as mediation, as the "missing element" of an ongoing conflict management system or the centerpiece of a new one.These highly-valued dispute resolution methods give disputing parties a chance to express their underlying concerns.Unfortunately, most company impose them on the disputants in rights-based ways-for example, by requiring that all personnel disputes be filtered through some type of mandatory mediation or arbitration.Rarely do stakeholders or their representatives help design the dispute resolution procedures that they must use.The result is frequently an ADR program that looks great on paper or in the corporate operating plan.Given a choice, most stakeholders prefer not to use the program, however, because they feel no connection to it.The lesson for creating the "nextgeneration" of conflict management systems is: If you build it, they may or may not use it.If they build it, they will use it, refine it, tell their friends about it and make it their own.
Language: English
Domain: Social Sciences
Open Access status: bronze
OpenAlex ID: W2036611526