Alternative Dispute Resolution: A
Conflict Diagnosis Approach
Second Edition
Laurie S. Coltri
,Chapter Outlines…………………………………………………………………… 4
In-Class Exercises and Self-directed Activities……………………………………. 26
2
,Chapter Outlines
I. Chapter 1 Defining Terms
A. Interpersonal conflict and associated definitions
1. Interpersonal conflict
2. Dispute resolution
3. Alternative dispute resolution
4. Kinds of interpersonal conflict
a. Latent
b. Partially latent
c. Active
d. Displaced
e. Misattributed
f. False
g. True
h. Dispute
i. Transaction
5. Participants in conflicts
a. Disputants
b. Agents
c. Advocates
d. Constituents or stakeholders
e. Neutrals
6. Mapping an interpersonal conflict
B. A typology of dispute resolution
1. Negotiation and adjudication, compared
2. Negotiation and negotiation-based processes
a. Simple Negotiation
b. Assisted Negotiation
1. Agent or advocate assisted
2. Mediation
3. Nonbinding evaluation
3. Adjudication processes
a. Litigation
b. Agency adjudication
c. Arbitration
4. Mixed/Hybrid ADR
3
, II. Chapter 2 Understanding the Foundations of ADR
A. Attributes of “good conflict management”
1. The legal professional as dispute manager
a. Develop strategies of maximum benefit to the client
b. Select appropriate dispute processes and providers
c. Helping the client utilize dispute processes and providers
d. Appropriate conduct during ADR
e. Expertise in the law of ADR
f. Knowing when and how to challenge an ADR process or
proceeding
2. Likely client objectives
a. Maximizing goals; addressing interests and values; meeting
needs
b. Satisfaction with outcome
c. Satisfaction with process
d. Minimize likelihood of recurrence of conflict or new related
conflict
e. Cost and time efficiency
f. Relationship preservation
3. Attributes of processes that are likely to meet these client goals
a. Minimizing perceptual error and judgmental bias
1. Individual sources of perceptual distortion
a. Mistaking interpretation for sense impression
b. Fundamental attribution error
c. Egocentric beliefs about others’ backgrounds and
experiences
d. Egocentric beliefs about intent of others
e. Fallacy of oversimplification
2. Distorted perception arising from escalated conflict
a. How conflict escalation leads to perceptual error
i. Cooperation and competition
ii. How competition leads to perceptual error
a. The competition cycle
iii. Resulting perceptual distortions
a. Overemphasis on contrience
b. Exaggerated belief in dissimilarity
of values and characteristics
c. Blaming other disputant
d. Underestimate of likely
effectiveness of cooperation
3. Cultural sources of distorted perception: the “invisible
veil”
a. Battle metaphor for interpersonal conflict
b. The lawyer’s standard philosophical map
4
Conflict Diagnosis Approach
Second Edition
Laurie S. Coltri
,Chapter Outlines…………………………………………………………………… 4
In-Class Exercises and Self-directed Activities……………………………………. 26
2
,Chapter Outlines
I. Chapter 1 Defining Terms
A. Interpersonal conflict and associated definitions
1. Interpersonal conflict
2. Dispute resolution
3. Alternative dispute resolution
4. Kinds of interpersonal conflict
a. Latent
b. Partially latent
c. Active
d. Displaced
e. Misattributed
f. False
g. True
h. Dispute
i. Transaction
5. Participants in conflicts
a. Disputants
b. Agents
c. Advocates
d. Constituents or stakeholders
e. Neutrals
6. Mapping an interpersonal conflict
B. A typology of dispute resolution
1. Negotiation and adjudication, compared
2. Negotiation and negotiation-based processes
a. Simple Negotiation
b. Assisted Negotiation
1. Agent or advocate assisted
2. Mediation
3. Nonbinding evaluation
3. Adjudication processes
a. Litigation
b. Agency adjudication
c. Arbitration
4. Mixed/Hybrid ADR
3
, II. Chapter 2 Understanding the Foundations of ADR
A. Attributes of “good conflict management”
1. The legal professional as dispute manager
a. Develop strategies of maximum benefit to the client
b. Select appropriate dispute processes and providers
c. Helping the client utilize dispute processes and providers
d. Appropriate conduct during ADR
e. Expertise in the law of ADR
f. Knowing when and how to challenge an ADR process or
proceeding
2. Likely client objectives
a. Maximizing goals; addressing interests and values; meeting
needs
b. Satisfaction with outcome
c. Satisfaction with process
d. Minimize likelihood of recurrence of conflict or new related
conflict
e. Cost and time efficiency
f. Relationship preservation
3. Attributes of processes that are likely to meet these client goals
a. Minimizing perceptual error and judgmental bias
1. Individual sources of perceptual distortion
a. Mistaking interpretation for sense impression
b. Fundamental attribution error
c. Egocentric beliefs about others’ backgrounds and
experiences
d. Egocentric beliefs about intent of others
e. Fallacy of oversimplification
2. Distorted perception arising from escalated conflict
a. How conflict escalation leads to perceptual error
i. Cooperation and competition
ii. How competition leads to perceptual error
a. The competition cycle
iii. Resulting perceptual distortions
a. Overemphasis on contrience
b. Exaggerated belief in dissimilarity
of values and characteristics
c. Blaming other disputant
d. Underestimate of likely
effectiveness of cooperation
3. Cultural sources of distorted perception: the “invisible
veil”
a. Battle metaphor for interpersonal conflict
b. The lawyer’s standard philosophical map
4
