Lisa B. Bingham and Tina Nabatchi
Indiana University School of Public and Environmental Affairs,
Bloomington, Indiana, U.S.A.
The field of conflict management has a long and well-established history, but its application in dispute system design is relatively recent. This chapter reviews the theory and practice of dispute system design in organizations. It traces the h istory of this research path, highlights its major findings, and establishes a context for understanding integrated conflict management systems as a best practice in dispute system design. To this end, the chapter first defines dispute system design and briefly reviews the emerging literature. Second, it identifies the component processes of dispute system design, including power-based, rights-based, and interest-based approaches, providing examples of each. Finally, it introduces the idea of integrated conflict management systems. It explores the work of dispute resolution practitioners and professionals in defining best practices for such systems, and provides examples of integrated conflict management systems in different organizations.
Dispute system design is a phrase coined by Professors Ury, Brett, and Goldberg (1988) to reflect an organization's effort to identify and improve the way it manages conflict. This relatively recent concept represents an exciting and dramatic step in conflict management research. Most research in conflict management has