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Figure 2. Sphere of Conflict-Causes and Interventions. Possible Data Interventions Reach agreement on what data aze important Agree on process to collect data Develop common criteria to assess data Use third-party experts to gain outside opinion or break deadiacks Data conflicts aze caused by Lack of information Misinformation Different views on what is relevant Different interpre- tations of data Different assessment procedwes Relationship conflicts are caused by S[roag emotions Misperceptions or stereotypes Poor communication or miscommunication Repetitive negative behavior Value conflicts \ are cauc_ed b~ Different criteria for evaluating ideas or behavior Exclusive intrinsically valuable goals Different ways of life, ideology, and religion Possible Relationship Interventions Possible Value-Related Possible Stncmral Interventions Control expression of emotions Interventions Clearly define and change roles through procedwe, ground rules, Avoid defining problem Replace destructive behavior patterns caucuses, and so forth is terms of value Reallocate ownership or control Promote expression of emotions Allow parties to agree of resources by legitimizing feelings and and to disagree Establish a fair and mutually acceptable providing a process Create spheres of influence decision-making process Clarify perceptions and build is which one set of Change negotiation process from positive perceptions values dominates positionai to interest-based bargaining Improve quality and quantity Search for superordinate Modify means of influence used by of communication goal that all parties parties (less coercion, more persuasion) Block negative repetitive share Change physical and environmental behavior by changing s[ructwe relationships of parties (closeness Encowage positive problem- and distance) solving attitudes Modify external presswes on parties Change time constraints (more or less time) Possible Interest-Rased Interventions Pocus on interests, not positions Look for objective criteria Develop integrative solutions that address needs of all parties Search for ways to expand options or resources Develop trade-offs to satisfy interests of different strengths interest conflicts aye caused by Perceived or actual competitive: Substantive (content) interests Procedural interests Psychological interests ~ Structural conflicts are caused by Destructive patterns of behavior or interaction Unequal control, ownership, or distribution of resowces Unequal power and authority Geographic, physical, or environmental factors that hinder cooperation / Time constraints